I work with CEOs and founders of established B2B businesses where growth has made the company harder to run.
You've hired good people. Built a leadership team. Added systems and processes. Yet too many decisions still come back to you, problems you thought you'd solved keep returning, and too much of your day is still spent inside the business.
I help you work out what's making the business harder to run, then work alongside you and your leadership team to fix it.
Established B2B businesses | £1m–£20m revenue | UK, Europe & Middle East
Liam Corcoran, founder of ClarityOS. Previously founder and MD of Q Research, with senior commercial leadership roles at Dynata and ByteDance.
At the beginning, growth is mostly a commercial challenge.
Find customers.
Build the product.
Win revenue.
Enter new markets.
Then something changes.
The business gets bigger, but it doesn't necessarily get easier to run.
Growth starts creating complexity rather than capacity.
What looks like six separate problems may have one or two underlying causes.
Not every growth problem is an organisational problem.
You might have a leadership problem.
Or a pricing problem.
A sales problem.
A customer problem.
A people problem.
A systems problem.
An execution problem.
Sometimes the problem you can see isn't the one that's actually holding the business back.
My job is to work out what is.
Then help you and your leadership team do something about it.
That means looking across the business rather than arriving with a predetermined solution.
The objective isn't to produce more analysis. It's to identify the few things that materially change how the business performs.
Four established B2B businesses, anonymised. From the outside, each looked like a different problem.
Client engagements are confidential by default and anonymised with permission where shared. Figures are as reported by the businesses concerned. I don't claim sole credit for commercial outcomes.
Customers. Revenue. Products. Markets.
Leadership. Decisions. Accountability. People. Systems. Execution.
The first build creates the business.
The second determines how far it can go.
Commercial growth and organisational capability rarely develop at exactly the same speed. Eventually the organisation underneath the revenue has to catch up.
That doesn't necessarily mean adding more people or more process. Often it means making better decisions about where responsibility sits, how teams work together, what gets measured, which systems matter and where leadership attention is being wasted.
I don't believe in prescribing a twelve-month programme before understanding what's actually happening.
We start with a conversation. If there's something worth investigating, the next step is usually a Capability Review.
The objective is straightforward:
What is actually happening?
What is causing it?
What matters most?
What should you do next?
CEOs, founders and MDs of established B2B businesses, typically £1m–£20m revenue, across the UK, Europe and the Middle East.
The business has customers, revenue, a team and something worth scaling. It isn't still searching for product-market fit. Technology, SaaS, AI and data businesses are where most of my experience sits, but the underlying problem matters more than the sector.
I've spent most of my career building businesses from the inside. I founded and sold Q Research, scaled commercial businesses at Dynata and ByteDance to eight-figure revenue, and led international teams across EMEA. I'm also an independent member of the Finance & Audit Committee at IMPRESS.
That mix is why I rarely see a sales problem as just a sales problem.
I deliberately work with a small number of businesses at any one time. This work requires understanding the numbers, customers, people, decisions and operating reality of the business. It isn't designed to be a quarterly conversation followed by another framework.
You don't need to know whether the problem is commercial, organisational or something else before we speak. That's part of the point.
We'll talk through what's changed, what's becoming harder and where I'd start looking.
If I think I can help, I'll explain how. If I think the constraint sits somewhere else, I'll tell you that too.
Not ready for a conversation? The Capability Gap Assessment is fifteen questions and takes about five minutes. It gives an initial read on where the business may be under strain. Take the assessment →