Start with the problem, not the department.
Most commercial problems don't sit neatly inside one function. These are the seven we see most often in SaaS, software and technology businesses — each mapped to the resources and advisory pathways that address it directly.
No GTM structure
There's no repeatable way to find, qualify or close a customer — every deal is figured out from scratch.
Weak pipeline
Deals are somewhere in the process, but no one can say with confidence what will close this quarter and why.
Founder-led sales bottleneck
Every meaningful commercial decision or conversation still routes through the founder, and it's now the constraint on growth.
Onboarding issues
New customers land, but what happens next depends on who's handling them — with no consistent standard or scope.
Churn / poor retention
Customers are leaving, or staying but not growing, and there's no structured way to see it coming.
Pricing and packaging issues
Pricing was set early and never revisited, or was copied from a competitor without a clear rationale.
Weak commercial operating rhythm
There's no consistent cadence of meetings, reviews or decisions — the business runs on whoever shouts loudest that week.
- The 5 Levers That Actually Drive SaaS Revenue →
- Designing a Simple Operating Rhythm for Your SaaS →
- How to Set Up Support Tiers, SLAs, and a Knowledge Base →
- The Six SaaS Numbers That Actually Matter →
- The Minimum Internal Stack Before You Add More Tools →
- How to Build a Roadmap Instead of a Request Queue →
- Closing the Gap Between What Sales Hears and What Product Builds →
- Org Design for Growing Software Businesses →
- The Manager Operating Rhythm Most Software Teams Are Missing →
- Most AI Ideas Are Not Worth Doing Yet — Here's How to Tell Which Ones Are →
- Embedding AI Into How the Business Runs, Without Creating Chaos →
- Designing a Board and Advisor Rhythm That Earns Its Time →
- Management Reporting: The Line Between Noise and Signal →
- Managing Partners After the Honeymoon: A Review Cadence That Actually Works →
Unclear roles or org structure
Roles, reporting lines and decision ownership were never deliberately designed — they just accumulated as the team grew.
- Org Design for Growing Software Businesses →
- Why Role Scorecards Beat Job Descriptions →
- A Hiring Process for Small Software Teams That Doesn't Need HR to Run It →
- Performance Management That Works for a Software Team, Not a Corporate HR Department →
- The Leadership Operating Model Software Businesses Actually Need →
- Who Actually Decides? Fixing Decision Rights Before They Cost You →
Inconsistent hiring, onboarding or management rhythm
Hiring, onboarding and day-to-day management depend entirely on who's doing it, with no consistent process behind any of it.
- Why Role Scorecards Beat Job Descriptions →
- A Hiring Process for Small Software Teams That Doesn't Need HR to Run It →
- The 30/60/90 Day Plan That Actually Shortens Ramp-Up →
- The Manager Operating Rhythm Most Software Teams Are Missing →
- Performance Management That Works for a Software Team, Not a Corporate HR Department →
- Why Most AI Rollouts Skip the Workforce and Fail Because of It →
Weak security or compliance posture
There's no baseline security or compliance posture in place, and no one is confident what a customer audit would actually find.
- The Minimum Viable Security Posture Every Software Business Needs →
- How to Stop Losing Weeks to Customer Security Questionnaires →
- Why Access Control Is the Cheapest Risk You're Not Managing →
- You Can't Protect Data You Haven't Classified →
- Your Vendor Stack Is Your Risk Surface — Treat It That Way →
- What to Actually Do in the First Hour of a Security Incident →
Losing deals to security or procurement reviews
Deals are stalling or being lost in procurement and security review because there's nothing ready to hand over.
No clear AI strategy or use cases
AI is being talked about constantly but there's no real strategy — no agreed use cases, no prioritisation, no owner.
- The Rev-IQ 3-Pillar AI Strategy Framework →
- Is Your Company Actually Ready for AI, or Just Using It? →
- Why Most AI Rollouts Skip the Workforce and Fail Because of It →
- Most AI Ideas Are Not Worth Doing Yet — Here's How to Tell Which Ones Are →
- Embedding AI Into How the Business Runs, Without Creating Chaos →
- Where AI Actually Belongs in Your Product — and Where It Doesn't →
- The AI Governance Gap Almost Every Software Company Has Right Now →
No AI governance, policy or risk controls
People are already using AI tools day to day with no policy, no oversight and no idea what the actual risk exposure looks like.
Leadership team misaligned on priorities or execution
The leadership team nods along in the room and then executes against different, sometimes conflicting, priorities.
Weak board, investor or management reporting
Board and investor updates take days to pull together and still don't tell a clear story about what's actually happening.
No partner or channel strategy
There's no deliberate partner or channel strategy — relationships exist opportunistically, not by design.
Partners exist but aren't performing or well managed
Partners were signed with enthusiasm but nobody reviews performance, so most quietly go dormant.