Maximising Enterprise Value Through Strategic Growth and Operational Excellence.

A global technology organisation operating across multiple regions, backed by private equity following a period of rapid acquisition-led growth.

Following a period of rapid acquisition-led expansion, the organisation faced several challenges:

• Inconsistent global go-to-market models across regions
• Limited earnings visibility and uneven sales performance
• Need to accelerate organic growth while protecting margins
• Requirement to professionalise and scale the global commercial organisation

At the point of engagement, the business was experiencing flat to declining growth despite strong underlying market demand.

SPK Consultancy Engagement

SPK Consultancy supported through a senior leadership mandate reporting directly to the CEO.

Scope of engagement included:

• Global commercial and go-to-market strategy
• Leadership of a 500-person organisation with 12 direct reports
• Responsibility for global sales, account management, and commercial operations
• Alignment with private equity stakeholders and board-level objectives

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Approach

Understand

• Sales structure, capability, and performance metrics
• Account management and new business models
• Regional inconsistencies in process, KPIs, and accountability
• Margin drivers and EBITDA performance

Activate

• Designed a globally consistent commercial operating model
• Introduced a best-in-class hunter model to accelerate new business
• Defined a structured enterprise account management approach
• Established consistent KPIs, forecasting disciplines, and performance accountability

Implement

• Upskilled and developed the global sales organisation
• Embedded new methodologies, processes, and governance
• Drove cultural change focused on performance, collaboration, and accountability
• Supported execution across regions while adapting to local market dynamics

Outcomes & Impact

• 13% profitable growth, compared with -1% at the start of the engagement
• Accelerated organic growth while maintaining strong margins and EBITDA
• Improved earnings visibility through consistent forecasting and KPIs
• Stronger enterprise new business acquisition capability
• Enhanced client relationships and long-term account value

Strategic Value Delivered

• Enabled sustainable, profitable growth
• Strengthened leadership capability across regions
• Increased investor confidence through improved performance transparency
• Positioned the business for continued expansion and value creation

Global professional services organisation providing assurance, consulting, strategy, tax, and transaction services. The engagement focused on Consulting across the Island of Ireland, aligned with UK, EMEIA, and Global alliance strategies.

Business Challenge

• Accelerate consulting-led revenue growth
• Improve go-to-market execution with strategic technology partners
• Increase consistency, transparency, and accountability across alliance performance
• Strengthen collaboration across consulting, business development, and alliance stakeholders

While the firm had strong global alliances, the opportunity lay in translating global scale into locally executable, measurable commercial impact within Ireland.

SPK Consultancy Engagement

• Firmwide alliance strategy development and execution
• Alignment with UK, EMEIA, and Global alliance leadership
• Revenue planning, target setting, and KPI definition
• Executive stakeholder engagement
• Deal coaching and large, alliance-enabled opportunity support

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Approach

Understand

• Assessment of Ireland alliance landscape and GTM effectiveness
• Analysis of consulting growth priorities and market opportunities
• Stakeholder mapping across leadership and alliance executives
• Review of governance, performance reporting, and revenue attribution

Activate

• Defined clear alliance strategy aligned to consulting growth
• Strengthened executive engagement with strategic partners
• Established structured KPIs, forecasting, and performance accountability

Implement

• Executed alliance GTM plans across priority accounts
• Provided deal coaching on complex alliance-enabled opportunities
• Embedded structured reporting and performance tracking disciplines
• Supported team leadership, mentoring, and capability development

Outcomes & Impact

• Secured Microsoft Country Partner of the Year and Industry Partner of the Year awards
• Delivered substantial pipeline expansion, including approximately 150 net new logos through a strategic alliance
• Improved win rates on complex opportunities through structured deal coaching
• Strengthened alliance-led data and AI capability practices
• Increased transparency and accountability through structured performance reporting

Strategic Value Delivered

• Accelerated consulting-led growth through focused alliances
• Differentiated in priority markets through data and AI ecosystems
• Improved leadership visibility of alliance contribution and value
• Established a scalable foundation for future ecosystem-led expansion

Global Cloud Software Provider and global leader in cloud-based, industry-specific enterprise software, generating approximately $5B in annual revenue. The organisation serves enterprise customers worldwide across manufacturing, distribution, healthcare, and public sector markets.

Business Challenge

The Global Cloud Software Provider was focused on accelerating international growth across EMEA and APJ while:

• Scaling its go-to-market organisation at pace
• Building partner-led growth with Tier 1 solution providers
• Improving pipeline generation and conversion performance
• Ensuring growth remained profitable and operationally sustainable

The challenge was to rapidly expand capability and coverage without compromising execution discipline or commercial performance.

SPK Consultancy Engagement

SPK Consultancy supported through a senior general management and commercial leadership mandate, with responsibility for a multi-region organisation.

Scope of engagement included:

• Leadership of a 200-person international organisation
• Direct management of 12 senior leaders
• Responsibility for international go-to-market execution
• Partner strategy, acquisition, and enablement
• Pipeline growth and revenue performance

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Approach

Understand

• Go-to-market structure and capacity constraints
• Partner coverage and effectiveness
• Pipeline health and conversion performance
• Talent gaps and leadership scalability

Activate

• Designed a scalable international GTM strategy aligned to growth targets
• Defined the required organisational structure and talent profile
• Identified and onboarded new Tier 1 solution provider partners
• Established clearer performance metrics and pipeline governance

Implement

• Rapidly scaled headcount to support growth objectives
• Aligned partner strategy with sales execution
• Improved pipeline discipline and forecasting accuracy
• Drove consistent execution across EMEA and APJ

Outcomes & Impact

• 20% profitable growth across international regions
• 150% increase in headcount across EMEA & APJ within six months
• $35M+ in new pipeline generated
• 30% improvement in pipeline-to-close conversion rates
• Sustained quarter-on-quarter performance improvement

Strategic Value Delivered

• Built a scalable, partner-enabled international growth engine
• Supported accelerated expansion without margin erosion
• Strengthened partner-led go-to-market execution
• Improved sales predictability and operational discipline
• Created a platform for continued international growth

Global leader in customer relationship management (CRM) and enterprise cloud platforms. The engagement focused on an industry cloud ecosystem supporting large-scale enterprise customers worldwide.

Business challenge

• Maximise partner-led revenue across complex enterprise portfolios
• Integrate newly acquired industry-specific cloud and mobile software capabilities
• Manage and optimise large, high-value partner relationships
• Improve cross-functional execution across sales, marketing, and service teams

The environment was fast-paced, acquisition-driven, and required strong commercial and operational leadership.

SPK Consultancy engagement

• Senior commercial and ecosystem leadership mandate
• Leadership of global partner and alliance teams
• Oversight of cross-functional teams supporting a $95M+ annual value portfolio
• Responsibility for partner revenue, contracts, and renewals
• Active involvement in post-acquisition integration initiatives

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Approach

Understand

• Assessment of partner portfolio performance and revenue contribution
• Review of contract structures, renewal risk, and commercial exposure
• Identification of post-acquisition integration requirements
• Evaluation of cross-cloud alignment opportunities

Activate

• Defined clear partner revenue targets and governance models
• Strengthened engagement with strategic partners
• Identified integration opportunities across industry cloud solutions
• Supported alignment across sales, product, and alliance teams

Implement

• Delivered partner revenue growth against aggressive targets
• Led complex, large-scale contract and renewal negotiations
• Supported integration initiatives to enhance customer experience
• Drove cross-functional collaboration across global teams

Outcomes & impact

• $22.7M in partner net revenue delivered, exceeding a $19M target
• Oversight of a $95M+ annual value portfolio
• Successful support of a $1.33BN acquisition
• Management of $500M in strategic contract and renewal negotiations
• Enhanced customer experience through integrated industry cloud solutions

Strategic value delivered

• Maximised value from strategic ecosystem partnerships
• De-risked large-scale commercial agreements
• Accelerated post-acquisition integration
• Strengthened enterprise and regulated-industry customer outcomes