When the product is strong and the revenue is not.
Plenty of Montreal companies build something excellent and sell it by accident. The commercial engine was never designed, so growth depends on who happens to be in the room.
Why good products sell slowly here
Flat revenue has a cause, and it is usually one of these:
Customers arrived by referral
Which is a strength until it stops, and nobody built a way to find the next ones.
Pricing follows cost
Worked out from what delivery takes, not from what the customer gains.
One approach for different buyers
Quebec, Ontario and the United States respond to different proof, and the pitch is the same everywhere.
The founder is still the closer
Deals depend on the person who built the thing, and growth stops where their calendar does.
A fractional CRO or CMO builds the revenue side: positioning, pricing, pipeline discipline and a sales approach others besides the founder can run, in the language of each market. They are embedded on a contract for services between companies and measured on the number.
Who this is for, and who it is not
Best for
- Revenue that has plateaued after the early channels ran their course
- Marketing spend going out with little pipeline you can trust coming back
- Sales and marketing pulling apart, with no one owning the number
- A founder still carrying the commercial engine personally
- A new segment or market that needs a proper go-to-market motion
Not for
- A single campaign or asset an agency could deliver and hand back
- A business with no product-market fit or revenue to build on yet
- A tactical execution gap a specialist hire would fill
- Teams unwilling to give one operator ownership of the number
Where we fit in growth
Selling in two languages and across a border takes a revenue leader who has done both. That is what we match for, and we stay involved once the work starts.
Reviewed market by market
We look at the pipeline for each market with you at agreed points, and raise drift before a quarter is lost.
Pricing and US experience on call
Your executive can test pricing or a US entry plan with others in our collective of 800+.
The sales motion is documented
We keep your sales playbook and the brief up to date, so a change of executive picks up the pipeline in mid-stride.
Matched to the market you want
Quebec, English Canada and the United States reward different sellers, and we match to the market you are moving into.
From diagnosis to revenue momentum
A structured engagement that moves from diagnosis to a working pipeline within months.
Commercial diagnostic (weeks 1–2)
Audit your current position, spend, attribution, pipeline, ICP definition, competitive positioning, team capability — and which commercial gap is the real constraint.
Strategy and sign-off (weeks 3–4)
A clear, actionable go-to-market strategy with prioritised channels, 90-day milestones, and commercial KPIs.
Execution begins (month 2–3)
Channel activation, team direction, agency management, content and campaign deployment.
Ongoing commercial review
Monthly pipeline tracking. Continuous optimisation. Your commercial leader stays accountable for revenue outcomes.
Do you need a fractional CMO, a CRO, or something else?
Revenue plateaus for different reasons. The right operator depends on where the commercial system is breaking.
The right commercial leader leads revenue growth: CMO, CRO, or both.
Revenue growth usually starts as a commercial leadership problem, but delivery and unit economics often decide the outcome.
Revenue leaders from
