Experience / Case study 01

From complexity to a clear path for growth.

How a structured commercial approach established direction, priorities and a stronger foundation for growth across 15 divisions of a diversified engineering and technical-services group.

15Business divisions

Group-wideCommercial diagnosis

TailoredImprovement priorities

01 / The approach

Developing the Growth Framework

15 divisions. Different challenges. One structured approach to growth.

Working directly with the senior leadership of a diversified engineering and technical-services group, I developed a structured Growth Framework to understand what was constraining commercial performance across 15 divisions.

The objective was to establish a consistent approach to identifying growth opportunities while recognising that each division operated in different markets, with different customers, commercial models and levels of sales maturity.

Why it was needed

Some divisions depended on long-term service contracts and recurring revenue, while others were predominantly project-led. A standardised sales solution would not have addressed these differences.

The aim was a consistent method of diagnosis, leading to tailored improvement plans.

SCA Group Growth Framework: diagnose, review commercial capability, and identify tailored improvement actions — Growth Framework — high-level overview

02 / The diagnosis

Assessing Commercial Maturity

I developed a Commercial Maturity Matrix to assess the strengths and weaknesses of each division’s sales capability. Structured workshops and evidence-based reviews revealed where improvement was needed and helped establish clear commercial priorities.

Illustrative radar chart of commercial maturity dimensions and supporting evidence — Illustrative visual only; not confidential divisional assessment data.

The diagnostic focus

Strategy

Sales capability

Sales processes

Key accounts

Performance

Marketing

Crucially, the review considered both perceived maturity and the evidence available to support it.

03 / The insight

Turning Assessment into Insight

The individual assessments provided a clearer picture of commercial capability across the Group.

Comparing perceived maturity with supporting evidence helped identify common weaknesses, differences between divisions and opportunities to focus improvement where it would have the greatest value.

The value: a more consistent, evidence-based view to inform leadership priorities and improvement activity.

Illustrative group comparison of perceived commercial maturity against supporting evidence

04 / The plan

Turning Insight into Action

Assessment findings were translated into focused, practical action plans for individual divisions, addressing barriers to growth and building on existing strengths.

From insight to impact: prioritise opportunities, agree actions, phased implementation and track progress — High-level illustration of the improvement-planning approach.

Actions were prioritised according to potential impact, discussed with divisional leaders and organised into phased improvement activity.

The objective was to move beyond diagnosis and establish clearer priorities, ownership and a practical route to strengthening commercial performance.

05 / The interventions

Key Interventions to Drive Growth

I introduced a focused set of commercial initiatives designed to build capability, improve sales effectiveness and create a more consistent, scalable approach to growth across the Group.

Strategic Account Planning

Structured plans to develop, retain and win important customer relationships.

Pipeline Management

Greater visibility, qualification discipline and focus on meaningful opportunities.

Sales Capability Development

Workshops, coaching and practical support to strengthen commercial skills.

Cross-Divisional Collaboration

Identifying opportunities for complementary businesses to work together.

Building the foundations for growth. These interventions were designed to strengthen sales capability, improve pipeline discipline and encourage collaboration across the Group.

06 / The reflection

Key Learnings

The assignment reinforced important lessons about developing commercial capability in technically led businesses.

Capability cannot be assumed

Technical expertise and operational leadership do not automatically translate into effective selling. People have different starting points.

The questions matter

Understanding customer needs, buying motivations and decision-making processes requires more than responding to an enquiry.

Make experience accessible

What seems obvious after decades of experience may be new to someone else. Practical coaching and clear expectations help bridge that gap.

Every opportunity deserves a strategy before it deserves a proposal.

Sustainable growth doesn't come from simply asking people to sell more. It comes from developing the understanding, confidence and commercial discipline needed to sell better.

07 / At a glance

From diagnosis to stronger commercial foundations

A structured approach to understanding different starting points, setting clear priorities and building commercial capability.

THE CASE STUDY AT A GLANCE15 divisions · One structured approach

01DiagnoseUnderstand markets, models and commercial maturity

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02PrioritiseCompare evidence and identify the most important gaps

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03ActAgree practical, phased improvements with leaders

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04Build capabilityStrengthen account planning, pipeline and sales skills

What I learned

Different starting pointsSales maturity varies even within the same group.
Skill and confidence matterPeople need help asking better questions and having better conversations.
Knowledge cannot be assumedStructure and coaching make experience accessible.

Advice for other leaders

Start with objective diagnosisUnderstand capability before prescribing solutions.
Provide practical supportBuild confidence, consistency and commercial discipline.
Create alignmentAgree priorities, ownership and a manageable route forward.

The bigger takeawayCommercial growth is built through clearer understanding, better questions and consistent action — not simply asking teams to sell more.