👋 Hi, I'm Kelly
Fractional GTM and Commercial Lead for B2B SaaS and technology companies with a strong product and a GTM that hasn't caught up. 15 years across sales, customer success, market entry, partnerships and P&L ownership, in the US, UK and Germany. I've been selling into the UK since 2013 and opened the Nordics for a SaaS scale-up. Along the way I've doubled ACV in a quarter and grown inbound pipeline 500%. Based in Munich, working with teams across the UK, Nordics and Europe.
Growth usually stalls at one or two points in the commercial system. I look at the whole journey, from who you target to how you expand, find the break and fix it.
ICP and segments built from where deals close and expand, not from the pitch deck.
Positioning and packaging that match the value your best customers see.
HubSpot or Salesforce stages, fields and forecasting you can plan on.
Clear exit criteria and a process your first AEs can run without the founder.
Sales, CS and Product handoffs with clear owners and a real feedback loop.
Retention and expansion plays. I've delivered 126% NRR and protected £4M+.
Founders don't need one more person telling them their ICP needs refinement. They need someone who finds the real problem, makes the change and checks it worked. I've carried quota, run enterprise accounts, led customer success, worked with Product and owned a P&L, so I see the whole commercial system, not one piece of it.
"Your ICP needs refinement."
"Your ICP is too broad. Here's what the data and your customers are telling us. I'll narrow the segments, update the messaging, restructure HubSpot, test the new positioning with prospects and measure whether conversion improves."
Different companies, stages and markets. The pattern is the same: find what's really blocking growth, fix it, and measure it.
Problem Growth stalled by delivery, integrations and a cost base that didn't scale. Fix Reset pricing and priorities, owned the P&L, and linked customer needs to what Product shipped.
Problem A broad target market, underpriced offer and a CRM nobody could forecast from. Fix Narrowed the ICP, repackaged and repriced, rebuilt acquisition and HubSpot pipeline governance.
Problem A strong product with no presence outside its home market. Fix Picked markets by density of ideal accounts, won lighthouse customers and fed market feedback to Product.
Problem Unhappy enterprise customers and renewals at risk. Fix Value-based account planning, executive alignment and a new services offer.
I lived and worked in London, managed UK enterprise accounts like McDonald's UK, opened the UK, Nordics and Netherlands for an AI scale-up, and later worked with UK hospitality groups. I work in English, which suits teams selling into the UK, the Nordics and international markets.
Most engagements start intensive and step down once the foundations are in place. You only pay for the level of involvement the stage calls for.
For founders saying "we have traction, but I don't know what's working." I review the whole commercial system, name the top three things to fix and start fixing them before I leave.
You leave with a plan and the first fixes already in place.
For teams that know there's a problem but have no one internally to own it.
Once the foundations are built, I keep the machine moving: pipeline reviews, forecasting, hiring and onboarding your first AEs, and the Sales, CS and Product rhythm.
Until you're ready for a permanent hire. If we work well together and that hire should be me, I'm open to it.
I've spent 15 years on the commercial side of software: business development, customer success, enterprise sales, country management, partnerships and P&L ownership. That range means I can see where a problem really starts, whether it's ICP, messaging, pipeline, onboarding or product.
I'm at my best in companies with a good product and real customers, where growth has stalled because the commercial side hasn't caught up. I've worked in the US, UK and Germany, with customers across Europe, the Nordics and South Africa, and I'm based in Munich.
Tell me what you're selling, who's buying and where it's stuck. A 30 minute call is usually enough to know if a sprint makes sense. I work in English with teams across the UK, the Nordics and Europe.
Kelly.R.Davey@gmail.com