Commercial identity for complex technology companies
what you’re becoming.
The hardest decision sits upstream of product, positioning and brand. Where do we create disproportionate value, what should we become around it, and what should that make us mean in the market?
We help leadership resolve that decision, then carry it through product, GTM, positioning and execution.
Read the thesis →The problem
Product, GTM and narrative compensate for the missing choice in different ways. The result is incoherence, and a story that never sticks.
Distinctive choice. Fragmented execution.
Potential gets stranded.
Distinctive choice. Coherent execution.
Advantage compounds.
No distinctive choice. Fragmented execution.
Directionless.
No distinctive choice. Coherent execution.
Margins compress.
The result
How value compounds
Product strategy decides
how products win.
Commercial Identity decides
what company those products build.
How we work
We don’t start with slides. We start with the truth. And we don’t end with a deck. The decision leaves as a system the company runs on.
We uncover contradictions, assumptions and market truths.
We help leadership make the choices that define the future.
We turn the decision into a commercial system.
We embed the system across product, GTM, sales and communications.
We keep the system coherent as markets, strategy and technology change.
Situations
The patterns are real. The companies are not.
01
“We need a better platform story.”
Product is building one future. Sales is selling another. The value-creation plan assumes a third.
Which business are we actually building?
PortfolioPricingGTMSalesNarrative
02
“We should become a software platform. That’s where the multiple is.”
Does advantage compound in the software, or in the assets and operations competitors can’t reproduce?
What is the real source of our advantage?
Capital allocationProductPartnershipsM&ANarrative
03
“We need to pick a side before the process.”
Software or services splits the board. The deals that outperform are neither.
Which company do we become, and which do we refuse?
PricingInvestment planM&AOfferNarrative
The thesis
A short paper on why companies lose coherence, what that costs, and where disproportionate value really comes from.
Read the paper →WHY TECHNOLOGY COMPANIES DON’T HAVE A BRAND PROBLEM
Strategic choice, commercial identity and the creation of disproportionate value
THE PARTICULAR COMPANY.
Engagement
The diagnostic
For companies at an inflection point, every engagement begins by establishing what is actually unresolved. Where value originates, which choices remain unmade, and where coherence breaks down. If Commercial Identity isn’t the problem, we say so.
Explore the Diagnostic →