For founders and leadership teams in B2B tech, SaaS and deep-tech scale-ups who are building the next stage of the commercial engine.
These are eye openers, not a menu. A Wingman can step into any critical commercial transformation.
Not because anything is done wrong, but because important initiatives need dedicated senior bandwidth.
Great scale-ups create more opportunities than any team can chase at once. Smart founders choose to add capacity to match their ambition. The Wingman drives critical growth initiatives, from SDR/BDR set-up and customer success to new markets, while founders stay focused on direction, the team and the select few key customers.
Early growth is often carried by founders and a few sellers. At some point the commercial foundation for further scaling must be established. The Wingman orchestrates the build-out of a repeatable model across product marketing, SDR/BDR, sales, customer success and RevOps.
Entering new markets requires product, marketing, sales and delivery to adapt in sync while the home market keeps growing. The Wingman adds dedicated capacity to orchestrate the expansion and accelerate traction.
As the product matures, growth depends on selling outcomes rather than features. Product, marketing, sales and pricing must move together, yet no single function owns the shift. The Wingman aligns the effort around customer value.
AI creates value when it becomes part of how the business runs. That is a leadership task, not a technology project.
Explore AI execution →Most are not. If it is important, cross-functional and competing with business as usual, it is worth a conversation.
Tell us about it →Founders lead on many fronts at once, from growth and funding to hiring and key customers. Adding a Wingman is a deliberate choice to keep every front moving. The Wingman brings experience from building and scaling commercial organisations, and the dedicated focus to drive commercial scaling.
Important. Cross-functional. Competing with business as usual. Let's talk about the initiative.