$70M+ delivered against a rising target
Built the plan. Real growth separated from market inflation, targets set by partner segment, six functions mobilised. The target rose from $40M to $60M on the same timeline. The programme delivered $70M+.
- $70M+
- incremental revenue delivered
- $40M→$60M
- target raised mid-flight, same timeline
- 6
- functions mobilised behind one plan
The problem
The programme started with a $40M incremental revenue target, raised to $60M shortly after with no extra time. The headline numbers also mixed real growth with market inflation. Without separating the two, teams could hit the number while creating nothing.
Who it was for
Commercial leadership, who needed targets they could defend, and the teams in Product, Marketing, Sales Enablement, Finance, Analytics and Commercial whose work had to add up to one result.
My role
I created the plan and launched it. The analysis separating real growth from inflation, the target-setting by partner segment, and the initial mobilisation of six functions. At the start of the year I handed the programme to my team members, who ran delivery and brought it home above plan.
Process
- Analysed the revenue base to distinguish growth the programme created from growth the market handed us.
- Set targets by partner segment, so every team knew which accounts its number lived in.
- Mobilised Product, Marketing, Sales Enablement, Finance, Analytics and Commercial behind the segmented plan.
- Handed the programme over at the start of the year with targets, owners and cadence in place, so delivery continued without me.
Key decisions
- Strip market inflation out of the baseline before setting targets.A target you can hit by standing still is not a target. The harder baseline made the goal honest and the eventual result credible.
- Set targets by partner segment rather than one global number.A single number diffuses ownership. Segment-level targets gave each team a slice it could actually influence.
The result
The programme delivered $70M+ in incremental revenue, clear of the original $40M target and the $60M it was raised to on the same timeline, measured against a baseline that had already excluded market inflation. The delivery credit belongs to the team I handed it to. The plan they ran was the one I built.
What I learned
Defining what counts is the work. Deciding how growth would be measured did as much for the outcome as any initiative that followed. A plan that keeps delivering after you hand it over is the real test of the planning.