“The priorities are clear, but execution keeps stalling between teams”
Implement the change
90-Day Commercial Acceleration
Focused project leadership for a commercial change that crosses teams, customer work, processes, data, and technology.
The business situation
The company knows what should change, but the change is not moving
The problem is usually not another missing recommendation. It is the leadership and coordination required to turn agreed priorities into daily practice.
“The issue cannot be solved inside sales alone”
“Leaders need one person to coordinate decisions, owners, and delivery”
“The company wants the new capability to remain after the engagement”
If execution stays stuck
The company keeps spending time and money on changes that never take hold
Teams continue working around the issue. Leaders keep resolving the same conflicts. Customers receive an uneven experience, and the expected commercial value does not appear.
The 90-day structure
Build the change, run it, and transfer ownership
01Days 1–30
Stabilize
Confirm the baseline, stop the largest sources of lost value, and make priorities, decisions, and ownership clear.
02Days 31–60
Systematize
Build the agreed sales standards, customer handoffs, management information, incentives, and ways of working.
03Days 61–90
Scale
Run the new approach, measure what changes, correct what is not working, and transfer ownership to the internal team.
Where the work may focus
One change agenda across the parts of the business involved
The exact workstreams are defined around the agreed priorities.
Sales performance
Improve qualification, conversion, sales productivity, offers, and frontline execution
Customer journey
Strengthen the handoffs that shape onboarding, retention, renewal, and expansion
Multi-market governance
Create clear standards, local decision rights, and consistent management across markets
Pricing and incentives
Align commercial behavior with revenue quality, margin, and customer value
Management visibility
Give leaders reliable information for decisions, ownership, and follow-through
Leadership and capability
Prepare internal owners to continue improving the work after day 90
Definition of done
The agreed commercial changes are running with clear internal owners
- The priority workstreams have been built and launched
- Leaders can see progress and make the required decisions
- Teams understand the new standards and responsibilities
- Internal owners can continue improving the work after day 90
Relevant evidence
Implementation across a complex multi-market commercial organization
Shared onboarding, sales practices, quality standards, incentives, and management control supported a commercial organization operating across 20 markets.
Read the case
10× revenue growth20 → 800 commercial team+160% per representative
Conditions for success
Direct access, timely decisions, and shared responsibility
StrategicRX leads the implementation. Leadership still provides the authority, access, and internal ownership required to make the change last.
Required
- An executive sponsor with decision authority
- Access to the people and information involved
- Named internal owners for the workstreams
- Timely decisions and weekly working access
Not the right fit
- Leadership wants results without organizational change
- The mandate is limited to an isolated sales fix
- No internal team can support implementation
- The company is too unstable to execute agreed changes
After day 90
Continue with guided execution when senior support remains useful
The hands-on project leadership ends after 90 days. StrategicRX can remain involved as a guide while the internal team owns the work.
Start with the issue
Move the agreed commercial priorities into operating reality
The first conversation establishes the implementation challenge, the value involved, and whether a focused 90-day engagement is the right structure.
30 minutes · directly with Chris · no preparation required