Taking a new AI line to market

The situation

Building a new AI revenue line is only half the job. The other half is a commercial organization that can explain it, price it, sell it, and renew it. Most AI product launches fail on that half rather than on the technology.

What we did

We built the go-to-market motion alongside the product instead of after it: positioning and packaging, the sales narrative, and the renewal motion that would decide whether the line compounded or spiked. The components were designed to attach to contracts clients were already renewing, so the sale was an expansion conversation instead of a new budget request.

At the same time we consolidated revenue operations: the reporting, tooling, and process sprawl that had accumulated across the commercial team.

The result

Sales rose 58% year over year at 123% of budget, renewals rose 34%, and the RevOps consolidation took roughly $80,000 a year out of the cost line. Twelve months on, the AI components attach to about a third of annual renewal contract value.

This is what we mean by covering both halves of a value-creation plan. The same engagement produced the product and the commercial engine that carried it.

• Operating leadership · Multi-sector · Lower-middle-market portfolio

  Growing portfolio revenue from $10M to $180M

• M&A · Healthcare · Media · B2C · Revenue cycle management

  Buying and selling companies, and getting the deal closed

• Turnaround · Out-of-home media

  A million a month in losses, taken to break-even