There is a revenue number in your board pack nobody can really explain. Your forecast is a feeling with a number attached. You carry it into a room full of people who believe you.
How confident are you about growth from the customers you have? What would change if you were certain? Can you name the levers?
I spent twenty years inside revenue roles. As VP of Account Management at GWI I grew revenue from existing customers from £3M to £10M, with a team that went from three people to fifty.
What I learned, first as a leader carrying the number and later running my own consulting, is that growth is sequencing, method and system.
Go upstream and find the root cause. Then get the process right. Then let AI do what it is good at. What you end up with is a system that lets you grow your customers with confidence.
I work from outside because outside is the only place the whole picture is visible.
To successfully audit, build, or reassess a modern post-sales function, leaders must approach it through three distinct entry points.
Make sure the right customers are sold, handed over well, and reach meaningful value within 30 days.
True activation starts the moment the deal closes. A well-orchestrated handover tells you the client's precise ambitions and their pain points that drove the purchase.
Activating value means delivering tangible impact: for the business, and for the person who put their name to the decision.
Build the customer plans, relationships, warning signals and renewal rhythm that reveal risk early.
Cultivation shifts interactions from transactional to relational. Value gets embedded, and long-term retention follows.
A human-first approach is a commercial imperative. It means responding to the human in front of you, not only to their pain points.
Turn proven customer value into natural opportunities for upgrades and wider adoption.
True expansion is a holistic, commercial movement. It turns successful customers into an NRR engine.
It also means putting in the systems that let leaders predict expansion and renewals accurately over the next twelve months.
Most companies try one of four things. Chase a retention target. Buy a customer success or AI tool. Hire more people. Commission a strategy deck.
Retention and account growth are results, not activities you can hand to a team.
A tool automates the system you already have. More people make the current model bigger. And a deck fails when an overloaded leader has to implement it alone. So I diagnose, build, implement, equip the team, and leave behind a system that works without me.
You tell me who to speak to, and the interviews go where they lead. Segmentation, processes, tooling, enablement, pipeline, forecasting, and the quality of what actually gets delivered. Activate, Cultivate and Expand all get walked.
The diagnosis becomes a list of projects, prioritised with your stakeholders rather than for them. Then the first ones start. Usually the ICP and handover, segmentation, onboarding to first value, account plans, and upskilling the team.
Structure and ownership. Who does what, who owns which process, what the service levels are, how the team shows up across all three stages. Plays and talk tracks written with the team rather than for them. A CS Academy, so it can be taught instead of remembered. Coaching for the leader carrying the number.
The system moves into your hands. Data foundation, the shared view, the AI where it earns its place, and the meeting cadence that keeps it alive. Then I step back and watch it run without me.
"Thomas combines strategic thinking with a practical, hands-on approach. He was a valuable sounding board for organisational and operational challenges and consistently focused on pragmatic, actionable recommendations."VP Customer Success
"He brought structure, clarity, and direction at a time when we needed to move from a reactive setup to a more strategic, forward-looking approach. What stood out most was his focus on creating a proactive account management model centred on retention."Head of Account Management
"What stood out most was Thomas's focus on what we could actually control, turning that into specific, hands-on account plans the whole team executes against."Head of Account Management
Where I have talked through the work in public. Podcast episodes I host, live sessions from the CS Academy, and shows where I was the guest.
Three self-paced courses for customer success and account managers, built from the same material I use inside client engagements. They sit on a separate site, The CS Academy, and are bought there.
The first thirty days decide the lifetime of the account. Be the doctor, not the waiter: diagnose before you configure, and build adoption that holds.
Moving from caretaker to commercial lead. Stakeholder mapping, the Proactive 30 rule, and spotting white space before someone else does.
A five-phase model that turns quarterly reviews from status updates into revenue conversations. Permission-based pitching, and the signal check that stops false forecasts.
I built a scorecard to identify where you are losing money right now. It takes a few minutes and you get the result immediately.
I write about rebuilding post-sales for the AI era. Human-led strategy first, then AI where it holds up in production.
Whether you are looking to rebuild customer success or account management, develop your leadership team, or explore a partnership, tell me what you are carrying and I will tell you honestly whether I can help.