Growth can leak out after the customer says yes.
How a travel-tech platform expanding internationally found that its biggest growth lever wasn't more demand, but capturing the value it was already creating.
Problem, solution, result in thirty seconds.
Expanding fast, in many directions at once.
The company runs a travel-tech platform and was expanding internationally, across the UK, Ireland, EMEA and Canada, with operations in APAC too.
As it grew, each part of the commercial engine had evolved on its own: how it chose markets, what it charged, and the processes that turned a sale into revenue.
The brief was expansion. The problem was capturing value.
The ask was to support international growth: which markets to enter, and how to win demand there.
But the business didn't only need more demand. It needed to capture more of the value it was already creating. Because market strategy, pricing and commercial processes had grown up separately, the pricing model and the processes responsible for billing it no longer fitted together. Revenue was leaking away after customers had already said yes.
Every commercial problem sits somewhere on this chain, from choosing the market on the left to billing after the sale on the right.
The company was focused on winning more. The bigger gain was in keeping what it had already won.
Four decisions, in order.
I treated creating value and capturing value as two separate problems, and worked on both.
Choose markets on evidence.
I led a team of 22 people across competitive intelligence and research, and used their work to set market-entry priorities across the UK, Ireland, EMEA and Canada.
Redesign the commercial model.
I redesigned what the company charged for, and how, so the offer and packaging matched the value customers actually got. Ireland went on to become the fastest-growing market.
Find the leaks.
In APAC, I traced revenue leaking away to gaps between the pricing model and the processes responsible for billing it. Closing those gaps meant keeping revenue the company had already earned.
Align every team to one scoreboard.
I introduced shared commercial KPIs across Product, Sales, Marketing and Customer Success, so every team was measured on the same outcomes: winning revenue, and keeping it.
More value created. More of it kept.
Revenue potential and retention, before and after, indexed to 100.
From the redesigned commercial model.
More of the revenue already won was kept.
Became the company's fastest-growing market.
Creating value and capturing value are different problems.
Most growth plans focus on creating more demand. This company's bigger opportunity was capturing the value it was already creating: charging for the right things, and making sure the revenue it won actually arrived.