Programmes, and the case
studies beneath them.

Global Solution Engineering Transformation

Reshape a globally distributed solution engineering function into a unified, customer-centred operating model.

Problem

Historically product-aligned pockets produced inconsistent customer experiences, uneven quality and duplicated effort across regions.

Approach

Defined a shared operating model, common standards for discovery and demonstration, aligned regional leadership and introduced a governance rhythm across territories.

Outcome

A more consistent customer engagement model with clearer roles, common expectations and a single professional standard across the global team. Over eighteen months the global pre-sales win rate rose from 38% to 61%, a 23 percentage-point improvement.

PreSales Excellence Council

Cross-regional council to raise professional standards through peer review and shared craft development.

Problem

Quality of demonstrations and business storytelling varied and there was no forum for practitioners to hold each other to a higher bar.

Approach

Established the council, introduced structured peer review of live and recorded engagements and set a running programme of craft topics and coaching.

Outcome

A shared vocabulary for what good looks like, visible improvement in demonstration craft and a stronger sense of profession across the team.

PreSales Playbook and Standards

A written method for discovery, rehearsal, storytelling, reverse demonstrations, POC planning and delivery handover.

Problem

Practitioners were relying on personal habits rather than a shared method, making coaching, onboarding and consistent quality harder.

Approach

Documented the end-to-end pre-sales cycle as a playbook, embedded rehearsal and reverse demonstrations as expected practice and aligned it to the operating model.

Outcome

A repeatable method that newer engineers can learn quickly and senior practitioners can coach against, with consistent standards across regions.

Loopio and RFP Response Transformation (Pursuit Desk)

Canonical Pursuit Desk model with Loopio-backed reusable content, clear ownership and defined intake and review across approximately 30 RFPs per month.

Problem

RFP and RFI response quality depended on ad hoc effort from senior contributors and reusable content was scattered, producing long turnaround times, high noise and inconsistent output at approximately 30 RFPs per month.

Approach

Created a Pursuit Desk with a Loopio-backed knowledge base, defined response owners, structured review checkpoints and reusable content curation, and made response operations a first-class function inside the pre-sales organisation.

Outcome

Turnaround reduced from approximately five weeks to two weeks while sustaining approximately 30 RFPs per month, with clearer ownership and materially less noise around each response.

“Response quality is an operations problem before it is a writing problem. Ownership, reuse and cadence do the heavy lifting.”

Solution Consultancy and Value Engineering

A discipline focused on business value, ROI framing, executive alignment and outcome-led customer conversations.

Problem

Engagements skewed towards product exposition rather than the customer's business case and decision criteria.

Approach

Set up a dedicated consultancy capability, developed value engineering tools and coached the team on outcome-led conversation design for executive audiences.

Outcome

Sharper commercial narrative in senior conversations, better alignment on outcomes and improved credibility with executive buyers.

Storytelling and Challenger Enablement

Systematic enablement to shift customer conversations from features to business relevance.

Problem

Default patterns favoured feature-led demonstrations, which limited executive relevance and decision impact.

Approach

Rolled out storytelling and Challenger-style techniques, made rehearsal a routine expectation and reinforced habits through peer review.

Outcome

Conversations that provoke better executive decisions and land the business relevance of the platform more clearly.

Showcase Demo Environment Programme

Persona-led showcase environments and a reusable asset library to support high-quality demonstrations at scale.

Problem

Teams rebuilt demonstrations repeatedly, wasting time and producing uneven quality.

Approach

Designed persona-led environments, curated an asset library and set expectations for reuse before bespoke build.

Outcome

Faster preparation, more consistent quality and more senior time released back to coaching and strategic pursuits.

Demo Automation Adoption

Adopt demo automation and interactive product experiences to extend engagement beyond live sessions.

Problem

Buyer journeys begin long before a live meeting and rely on scalable, on-demand exposure to the platform.

Approach

Introduced Consensus for interactive video demos, defined authoring standards and built shared content aligned to buyer personas.

Outcome

Consistent, high-quality product narrative available to buyers on demand, extending the reach of the solution engineering function.

Sales-to-Delivery Handover Improvement

Clearer handover standards to protect customer commitments from pre-sale into delivery.

Problem

Commitments and context risked being lost between sales, solution engineering, consultancy and delivery, creating surprises for delivery teams.

Approach

Defined a shared handover artefact, aligned expectations across functions and embedded the handover step into the operating cadence.

Outcome

Smoother transitions, better retention of customer context and a more coherent customer experience across the lifecycle.

Operational Visibility and Utilisation Reporting

Activity taxonomy, workload visibility and utilisation reporting to inform capacity and coaching decisions.

Problem

Leaders lacked a consistent view of how the team's time was being spent and where capacity was under pressure.

Approach

Defined common activity categories, improved planning data hygiene and built management dashboards for utilisation and coverage.

Outcome

Clearer capacity decisions, faster identification of overload and better balance between customer engagements, coaching and enablement.

Competitive Intelligence and Klue Programme

Acquired and implemented Klue as the single competitive-intelligence platform, with one process, defined ownership and pursuit-specific application.

Problem

Competitive intelligence was fragmented, inconsistently owned and rarely reused. Battlecards and positioning were produced from scratch for each opportunity, limiting quality and confidence in senior conversations.

Approach

Acquired and implemented Klue as the central platform. Established one capture process and defined ownership, curated battlecards to a professional standard, and tailored competitive intelligence to individual pursuits alongside pursuit-specific Consensus demo boards.

Outcome

Consistent, accessible competitive positioning across the business with a reported improvement in conversion. Positioning became a repeatable practice rather than an individual effort.

“Competitive intelligence becomes useful when ownership and application are designed alongside the tool, not after it.”

Consensus Rollout and Demo Content Governance

Scaled Consensus across account management, sales and pre-sales, with governance for video content, AI-assisted narration and pursuit-specific demo boards.

Problem

Demo content was produced inconsistently, was hard to reuse and rarely tailored to individual pursuits at scale.

Approach

Rolled Consensus out to more than 250 users across account management, sales and pre-sales. Introduced governance for video-content generation, leveraged AI tools to improve video and narration quality, and built pursuit-specific demo boards.

Outcome

Scaled, governed demo content with tailored boards for individual pursuits. Video and narration quality improved through AI-assisted production practices.

“Adoption at scale needs both governance and a lower-friction way to produce and reuse content.”

Cloud Environment Support Function

Specialist back-end capability supporting the complex configuration and management of cloud demonstration environments.

Problem

Complex cloud demonstration environments required specialist configuration and management, and reactive support was pulling senior time away from customer engagements.

Approach

Built a dedicated back-end support function with the skills to configure and manage cloud demonstration environments to a repeatable standard.

Outcome

Reliable, well-configured demonstration environments available to customer-facing teams without depending on ad hoc effort from senior contributors.

“A quiet, specialist function behind the front line often creates more executive leverage than another headcount at the front.”

Internship and Early-Career Programme

Structured internship programme with a successful pathway into permanent employment.

Problem

The organisation lacked a structured entry point for early-career talent into pre-sales and consultancy disciplines.

Approach

Created an internship programme with clear expectations, mentoring and pathways into permanent roles, and connected it to the coaching and enablement practices already in place.

Outcome

Successful subsequent employment of interns into permanent roles, opening a durable pathway for early-career talent into the function.

“Renewing talent is a leadership responsibility. Creating a way in matters as much as raising the standard.”

Technology Partner Integration Programme

Support for third-party technology integrations, including SmartLinks digital product passport initiatives with SnapLogic.

Problem

Partner-led solution development required consistent technical support and joint enablement to reach customers effectively.

Approach

Supported third-party technology integrations with tech partners, including SmartLinks digital product passport initiatives with SnapLogic, providing solution guidance, technical alignment and joint pursuit support.

Outcome

Extended the reach of the platform through partner-delivered outcomes and made partner-led solution development a workable motion.

“Partner reach compounds when the platform team makes it easy for partners to succeed on real customer opportunities.”