About Ian
The operating system behind the strategy.
The best revenue organisations run like systems, not collections of functions.
My work has always been about the same thing: take a go-to-market or company
vision, define strategies that deliver on that ambition, then translate it into
an operating model with clear territories, incentives, processes, cadences, and
scorecards, then measure whether it's actually changing behaviour.
Strategy → Data Foundation → Operating System → Cadence → Scorecard.
From manufacturing technology, through customer data platforms, to analytics and knowledge platforms the fundamentals for value creation are common.
I started my career as an engineer, and that has helped me think in systems rather than individual processes. When I moved into sales at National Instruments early in my career, I couldn't help noticing how much commercial execution resembled a poorly instrumented system with lots of inputs, opaque processes, and outcomes nobody could quite explain. I spent the next sixteen years trying to fix that, first in field roles, then in sales leadership, and eventually running the Aerospace and Defence market in EMEA.
The real turning point was a program called STEP (Sales Transformation to Enable Performance), a global sales programme I led across 1,500+ sellers in 40+ countries, bringing them to a common go-to-market model and CRM. Building that taught me that scale changes nothing about the fundamentals. You still need clean data, honest territories, deep understanding of sales motions, and a cadence that forces the right conversations at the right time. The difference is that at scale, every design flaw is amplified by the number of people it touches.
A chapter at NGDATA and Eccella taught me more about first principles than anything else, building demand generation, activating new partnerships and integrating two different company models together. I joined Teradata to fix a specific problem: EMEA had the worst Salesforce adoption in the global business and performance challenges to match. Eighteen months later it was the benchmark. That proof of concept became the mandate for what I do now: owning the global commercial operating system for a $1.5B ARR business, from strategy to territory design and quota, through to the weekly forecast cadence. While using AI to enhance sales and operations capabilities across GTM.
Impact by the numbers
- seller productivity over 4 years
- +17% CAGR
- to complete a full GTM restructure
- 7 weeks
- new-logo deal size increase
- 2×
- CAC reduction achieved
- 70%
- sellers transformed via STEP
- 1,500+
- renewal ACV under management
- $800M
- saved through AI-assisted workflows
- 24,000 hours
- commercial operating system scope
- $1.5B ARR
The short version
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Engineer → Sales → Sales Management → EMEA Aerospace & Defense Leader
Sixteen years across the full commercial stack. Started as an applications engineer, moved into field sales, ran sales teams in both the UK and France, and ended up leading a critical business in EMEA. The engineering background never left, it shaped how I think about commercial systems and gave me the tools to build effective RevOps engines.
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Head of Global Sales Effectiveness
Led the Sales Transformation to Enable Performance (STEP) across 1,500+ sellers in 40+ countries. Consolidated onto Salesforce, rebuilt territories and quotas, and delivered +30% pipeline and improved deal size, time to qualify and time to close in the first full year.
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VP Sales UK · Global Sales Operations
First time building structure in a startup. Joined Eccella 9 months ahead of the NGDATA acquisition, built the shift to a go-to-market function vs consulting practices — CRM, comp plan, pipeline methodology, executive reporting. A master class in doing more with less, then integrating with another company with very different approaches.
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Director, Revenue Operations EMEA
Inherited the lowest Salesforce adoption in the global business. Eighteen months later, EMEA was the benchmark. That turnaround was the proof of concept on the framework for taking a leader's vision and turning it into strategy, execution and value creation.
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VP Revenue Strategy, Planning, & Performance
Expanded scope to global. I own the full commercial operating system: strategy, planning, performance, quota, incentives, forecasting, field sales operations, and the cadence that connects strategy to weekly execution across a $1.5B ARR business. Over the past 5 years I've standardised a global GTM model, reorganised with leadership changes, globalized and enhanced renewals, evolved sales motions, integrated customer success and enabled consistent double digit account executive productivity growth.
Beyond work
Outside the day job, I'm connected into the London RevOps community, also a Catalyst LP at Stage 2 Capital, which keeps me close to how early-stage B2B companies think about building their go-to-market from the ground up. I hold a BEng in Electronic & Electrical Engineering from the University of Surrey which informed the systems thinking, it just took a while to find the right domain. I've worked globally, lived in both the UK and France. I'm currently based in London, thinking globally, working remotely. If you want to talk go-to-market, revenue operations, or what I'm building here, the contact page is the right place to start.