Growth Strategy &
Rev Ops.

Growth gets harder to govern as the business gets more complex

Approach
Growth Strategy starts with the value creation plan, not the technology.

We work with the leadership team to define what growth needs to look like, how it will be measured and where accountability sits. We then connect those decisions to the commercial operating model and the revenue system that supports it. The aim is to create a clear line from the investment plan to commercial priorities, execution and performance. This way, the board, leadership team and revenue functions are working to the same plan.

This isn't a strategy exercise that ends with a presentation. The output becomes the framework against which commercial decisions, HubSpot investment and ongoing performance can be governed.

Who needs it
Any board where the ambition is clear, but the route to delivering it needs greater structure.
That might be a newly acquired business entering its next phase of growth, an established portfolio company that needs to accelerate performance, or a group looking to establish greater consistency across multiple businesses.

It's particularly valuable when there is a disconnect between the value creation plan and day-to-day commercial execution. This can be the case where leadership, sales and marketing are measuring different things, ownership is unclear, or the board doesn't yet have the visibility it needs.

For portfolio groups, Growth Strategy can also establish a common commercial standard whilst still allowing individual businesses to operate according to their own market and maturity.

When do you need it
Growth Strategy and Revenue Operations is most valuable before significant change or investment in the commercial system.

For many clients, it forms the strategic foundation for a new or re-vamped HubSpot implementation or the beginning of a go-to-market (6-Box Model) engagement. It ensures that decisions about technology, process and reporting are being made against an agreed commercial strategy rather than in isolation.

There are also natural trigger points:

• Immediately following investment or acquisition
• When developing or refreshing the value creation plan
• Ahead of a HubSpot implementation or re-platform
• When commercial performance has plateaued
• Following a change in CEO or commercial leadership
• When integrating a bolt-on acquisition
• When moving from founder-led growth to a more scalable commercial model
• When the board needs greater visibility of commercial performance

The principle is simple: agree how growth will be governed before building the system designed to deliver it.

How it works
Growth Strategy is a consultative process. Many organisations have a clear vision and set of growth goals. Where they struggle is translating that into reality across multiple group companies that need unity as well as flexibility (in the case of business model variants).

We begin at leadership level: understanding the investment thesis, value creation priorities, growth expectations and the board's definition of success. For clients using HubSpot, we undertake a maturity assessment across various commercial dimensions. This not only identifies areas for development within each individual company, but also provides a benchmarking process for group companies to share best practices.

By undertaking the maturity assessment on a regular basis (e.g. quarterly) we can measure progress towards agreed objectives both in terms of revenue growth and HubSpot adoption. This isn't just an audit though. The result is not simply a list of things to improve. It's an agreed view of what matters, what happens next, who owns it and how progress will be measured.

What you get
The programme creates a practical governance framework that leadership can continue to use after the initial engagement.
At its core is a single, agreed growth plan connecting the value creation strategy with commercial execution.

Depending on the engagement, this can include:

• Growth Governance Framework — the objectives, measures, ownership and management rhythm required to govern growth.

• Commercial Maturity Matrix — an assessment of current capability across the revenue operation, including HubSpot maturity, identifying strengths, gaps and priorities.

• Growth KPIs & Measures — an agreed set of leading and lagging indicators that give leadership a clearer view of progress.

• Roles & Accountability — clarity around who owns each element of the growth plan and where decisions sit.

• Prioritised Roadmap — the sequence of commercial, operational and technology initiatives required to move from the current state to the target state.

• HubSpot Requirements — a clear definition of what the revenue platform needs to enable, measure and report.

For groups, this can extend to portfolio benchmarking and an acquisition roadmap, creating a repeatable standard for assessing and onboarding future businesses. Those elements are part of the Growth Governance proposition you've already outlined.

The benefit
The biggest benefit is alignment.

The Growth Strategy work gives your business a clearer connection between what the board wants to achieve and what the organisation does every day to achieve it.

Leadership gets better visibility of whether the growth plan is working and where intervention is required. Marketing and sales teams get clearer priorities, measures and accountability. HubSpot becomes an enabler of the value creation plan rather than a technology project running alongside it. And for investors, there is greater confidence that commercial ambition is being translated into a structured, measurable programme of execution.

One value creation plan. One commercial direction. One system for measuring progress.

Use our diagnostic tool to self-audit your business and get insights and implementable ideas.