Round 3 · By ZoeAll concepts
PropTech growth

Build the commercial engine your PropTech business needs to grow.

A product can solve a genuine problem and still be difficult to sell consistently. The proposition, audience, sales conversation, route to market, pricing, process and follow-up all need to work together. I help PropTech founders and commercial leaders understand where that system is breaking down and build a more deliberate, repeatable approach to growth.

Discuss your growth challenge

The product may not be the problem.

Early sales have come through founder relationships, but the next stage is proving harder to repeat.
The business knows the product well but struggles to explain its commercial value in the language customers use.
Different people are selling in different ways, with limited visibility of what converts and why.
There is activity in the pipeline, but progress, ownership and next steps are inconsistent.
The business is considering a new segment, partnership, revenue line or UK expansion without a tested route to market.
A permanent senior commercial hire is not yet justified, but junior resource alone will not solve the strategic problem.

What the work may involve

Understanding customers, buying decisions and the commercial problem the product solves.
Clarifying the proposition, priority audience and route to market.
Designing the sales journey from first conversation through proposal, decision and follow-up.
Building or strengthening sales roles, targets, KPIs, pipeline management, reporting, onboarding and playbooks.
Testing the approach with the market and using real customer feedback to improve it.
Identifying partnership, distribution or new-revenue opportunities where they support the core strategy.
Creating a repeatable process that can be handed to a team rather than remaining dependent on the founder.

The engagement can take different forms.

A

Fractional commercial leadership

Ongoing senior commercial support while the business builds the capability, structure and evidence needed for its next stage.

B

A defined growth or go-to-market project

A focused piece of work to diagnose a specific barrier, design the response and help implement it.

C

Strategic advisory support

Independent challenge and practical judgement for founders or leadership teams making important commercial decisions.

∴

The objective

A commercial approach the business can understand, measure and repeat. Baselines and measures are agreed at the start rather than promised in advance.

Start a conversation

Have a strong product but an inconsistent route to growth?

Let’s look at what is happening between the product, the customer and the sale, and where the commercial model needs strengthening.

Book a conversation