I take ownership of regions, not just roles.

Problem

A large share of organisers who signed themselves up never went live. Accounts were created, then went quiet — so the money spent attracting them produced sign-ups instead of events, and the platform earned nothing from them.

What I did

Rather than push harder on new-logo outbound, I redeployed the sales team onto dormant account conversion and rebuilt the qualification path around getting a first event live.

Result

A 50% uplift in self-signups going live, at no additional acquisition cost — and a pipeline motion the team still runs.

Problem

Bharat Petroleum is not one buyer. HSE directors were accountable for audit and compliance coverage, L&D heads for delivery and completion, procurement for price and process — and none of them could sign alone.

What I did

Ran three cases in parallel instead of one pitch: accredited programme coverage and audit trail for HSE, instructor-led delivery and enrolment tracking for L&D, and a multi-year licence with committed enrolment volumes that gave procurement predictable unit pricing.

Then I sequenced the approvals so each stakeholder was already aligned before the next conversation started, rather than letting the deal die in a committee.

Result

Closed Bharat Petroleum, then repeated the structure across petroleum, manufacturing and industrial accounts including Aditya Birla, Siemens and Tata — a 20% year-on-year increase in enterprise client acquisition. Promoted to Team Lead within six months.

Problem

The region ran on individual effort. Sales carried targets but no repeatable process; content, SEO and creative had no number they owned at all. Results swung with whoever was having a good month, and there was no way to tell a coaching problem from a hiring problem.

What I did

Gave every function a number it owned — five new logos and $20K platform revenue per BD executive per month; content output and organic traffic growth for editorial and SEO — then built the structure to make those numbers reachable: a sales playbook, an onboarding programme, and a commission model that paid for the behaviour I wanted.

Weekly pipeline reviews and 1-on-1s made performance visible early, so most conversations were coaching rather than correction. Where the standard still was not met after structured support, I ran the PIP and made the exit — then hired against a defined scorecard instead of instinct. Three specialist agencies were held to the same standard as internal staff.

Result

An annualised team run-rate of $1.68M. £300K+ delivered by the UK team and 140+ new clients acquired in India, including a ₹20M white-label agreement. The playbook, onboarding and performance framework still run the region.