Turn growth expectations into an executable plan
Translate the agreed growth ambition into customer priorities, realistic pipeline requirements and clear responsibilities, taking account of the people and delivery capacity available.
Who I Help
Commercial support for established technology and managed-services businesses.
Campbell Advisory works with UK MSPs, enterprise technology providers and PE-backed businesses that have a proven proposition and need stronger commercial performance for their next stage of growth.
- 20+ yearsCommercial experience
- 50 sales professionalsTeam responsibility
- £90mAnnual contract value managed
- A decadeIn PE-backed MSPs
Typical client profile
Is this the kind of business you’re building?
My strongest fit is an established MSP or technology-services business—particularly one navigating PE-backed growth, acquisition or investor expectations.
Annual turnover£1m–£50m
A guide to the businesses I typically support.
Company size10+ employees
An established business with delivery capability.
Sales organisationAn existing team
Sales or account management capability to develop, with no fixed upper team-size limit.
Ownership and leadership
Founder-led, privately owned or private equity-backed. I work with owners, MDs, CEOs and commercial leaders who can make decisions and support their implementation.
The working relationship
You are willing to share relevant commercial information, involve the people affected and make time for honest conversations about what needs to change.
These are guides, not hard limits. The commercial challenge and scope of support matter more than an exact headcount or turnover threshold.
Who I’m probably not right for
My services are generally less suited to very early-stage or pre-revenue businesses, companies without an existing sales or account management team, and businesses focused primarily on consumer or retail sales. I am also unlikely to be the right fit if you mainly need outsourced prospecting without involvement in the wider sales operation.
If your needs sit outside my experience, I will say so openly.
Managed services · core specialism
Sales consulting for MSPs
For established managed service providers that need to turn sales activity into better-qualified opportunities, more dependable recurring revenue and commercially sound customer relationships.
You may have a capable technical team and customers who value your service, yet still find that too many deals depend on the MD. Opportunities slip, proposals compete on price and new contracts create delivery demands that were not fully understood during the sale.
My experience in private equity-backed MSPs informs how I approach these problems. I work with you to connect new-business sales, account management and delivery, so commercial decisions reflect both the revenue opportunity and the service commitment.
Where the work can focus
- Winning the right recurring revenue: customer fit, opportunity qualification, service propositions and the business case for change.
- Protecting the value of the contract: pricing discipline, scope, sales-to-delivery handovers and visibility of service margin.
- Growing existing relationships: renewal ownership, account planning and relevant expansion opportunities.
- Giving leadership a clearer view: pipeline reviews, forecasting and consistent reporting across teams or acquired businesses.
A commercial review can establish the priorities; a defined project can put agreed improvements in place. If you need someone to lead the sales team on an ongoing basis, we can discuss a fractional role.
Enterprise technology · core experience
Commercial support for enterprise technology businesses
For providers selling complex technology, infrastructure and services into organisations with multiple stakeholders and demanding buying processes.
A technically strong solution can still struggle to secure a decision. Sales teams may invest heavily in opportunities without a clear budget owner, agreed business case or credible route through procurement. Vendor partners, technical specialists and delivery teams can each see a different version of the same deal.
My background includes senior roles with Gartner, Vodafone Global Enterprise and Dell. That experience shapes how I help teams qualify complex opportunities, communicate commercial value and coordinate the people needed to win and deliver the business.
Where the work can focus
- Complex opportunity qualification: stakeholder alignment, decision criteria, funding and the steps required for approval.
- Value-led propositions: connecting technical capability to the customer’s operational and commercial priorities.
- Vendor and channel alignment: clear opportunity ownership, joint account plans and commercially sensible routes to market.
- Sales and delivery coordination: realistic commitments, effective handovers and shared accountability.
For cybersecurity companies considering a Commercial Director
If your security proposition is credible but deals stall between technical interest and executive approval, the commercial challenge may involve qualification, risk-to-business-value conversations or stakeholder engagement. Where the remit also includes pricing, service margin, partnerships and delivery capacity, broader Commercial Director support may be appropriate.
Read the cybersecurity sales guide →
We first establish whether my enterprise technology and services experience fits your business and the leadership responsibilities you need covered.
Relevant client experience
A UK manufacturer strengthened its cybersecurity assurance, prepared for ISO 27001 and developed an £800k+ ARR multi-year managed services partnership.
Where my specialisms meet
PE-backed MSPs and technology services: a particularly strong fit.
My decade in senior commercial roles within private equity-backed managed service providers gives me practical experience of the demands placed on management teams: delivering growth, protecting service margin and making progress visible to investors.
I work with owners, MDs and leadership teams where investment or acquisition has created a need for clearer commercial priorities, stronger execution or additional leadership capacity.
Bring acquired sales teams together
Address differences in account ownership, propositions, CRM use and forecasting. Establish shared ways of working and test cross-sell opportunities against customer needs and delivery capability.
Read why MSP acquisitions struggle to deliver commercial cross-sell →
Understand the quality of recurring revenue
Look beyond headline bookings to qualification, renewals, retention, pricing and service margin. Give the leadership team a clearer picture of where growth is sustainable and where commitments need closer attention.
Give management and investors a consistent view
Agree practical commercial reporting, measures and review routines so progress, risks and decisions are visible. Set clear boundaries around what is shared and with whom.
Support can take the form of a focused commercial review, a defined integration or improvement project, or an ongoing fractional leadership role. We agree the remit, reporting relationships and confidentiality arrangements before work begins.
Experience put into practice
£1.1m in incremental first-year service revenue for a national MSP.
Sharper customer targeting, stronger qualification and hands-on leadership of strategic opportunities helped turn technical capability into commercial progress, including a government agency contract.
An anonymised result from my commercial leadership experience before founding Campbell Advisory.
Adjacent technology and B2B services
My core depth is managed services and enterprise technology. I also work selectively with businesses facing similar complex B2B commercial challenges, including:
The common denominator is an established B2B business with existing sales capability, complex customer decisions and a commercial challenge that fits my experience.
A better commercial system
Sometimes the answer isn’t more sales activity. It’s a better commercial system.
One that connects strategy and sales with qualification, pricing, delivery, margin, retention, expansion and clear management visibility.
Not sure whether we’re a good fit?
Tell me what you’re trying to change and I’ll give you an honest view of whether my experience fits.
Around three minutes. No email required. Your Health Check answers and results stay private unless you choose to share them.