Revenue quality
Recurring income, contract strength, renewals, retention and customer concentration—what is genuinely dependable and what only looks like growth.
Commercial value creation
Turning technical capability into stronger commercial results.
I work with investors, boards and management teams in connectivity and technology-enabled services to get a clear view of what is working, what is getting in the way and what should happen next.
UK growth and lower-middle-market businesses Typically £2m–£20m revenue
25+ yearsbuilding, leading and advising
Founder-ledoperator experience, not theory
Recurring revenuea consistent commercial focus
Independentclear challenge without an agenda
Where I help
The issue is rarely technical capability.
The more common problem is that the commercial model, processes and management information have not developed at the same pace as the business. That makes growth harder to manage and value harder to see.
Commercial engine
Pricing, gross margin, routes to market, partner channels, pipeline and forecasting—where momentum is being created or lost.
Control and execution
Management information, ownership, priorities and operating rhythm—whether the team can see the issues and act on them consistently.
The strongest fit
Investors
An experienced operator’s view of the risks, assumptions and practical value levers.
Founders and boards
A clearer commercial picture before the next stage of growth, investment or exit.
Management teams
A short list of priorities with clear ownership, measures and review points.
The engagement
Ten days to understand the position. One hundred days to move it forward.
This is not a long consultancy exercise. It is a focused assessment designed to separate the material issues from the noise and turn the findings into a plan the management team can actually use.
Establish the baseline
Understand the economics, customer base, revenue mix, pipeline and current priorities.
Test the commercial model
Challenge the assumptions behind pricing, margin, retention, channels and forecast confidence.
Identify the value levers
Pinpoint the risks, constraints and opportunities most likely to change commercial performance.
Agree what happens next
Set priorities, owners, measures and the first actions within a practical 100-day plan.
What comes out of it
A plan built around the business—not a standard template.
- Commercial baseline and agreed starting measures
- Material risk and opportunity register
- Prioritised actions with accountable owners
- Simple measures management can maintain
- Clear 30, 60, 90 and 100-day review points
Early movement
Confirm ownership, remove ambiguity and test whether the first actions are having an effect.
Remove blockers
Challenge slippage, resolve constraints and keep management focused on the material priorities.
Lock in progress
Check the measures, reinforce the changes that are working and address remaining gaps.
Close and reset
Review the movement achieved and agree what management should carry forward next.
Experience behind the advice
Built in operating businesses, not a consulting framework.
I have founded, scaled, acquired and exited businesses. The advice is grounded in the decisions that affect revenue quality, margin, cash, people and the eventual value of a company.
Network Partners
£5mBuilt from inception in three years
Around 25 people and approximately 95% contracted revenue, supported by an indirect partner channel that opened access to a much broader customer base.
DVO2
£5m+Built from inception and taken through exit
Approximately 35 employees, with around half of revenue recurring across telephony sales, service and support.
Selected outcomes from more recent advisory work
Examples are anonymised where the work was commercially sensitive.
Increase in annualised recurring revenue after helping design a maintenance and leasing proposition.
Adoption across an initial customer base after designing and implementing a contracted support proposition.
Consumables revenue growth over three years after restructuring fulfilment and supporting a customer portal.
Improved asset classification, location tracking and month-end reporting across stock and deployed equipment.
About Vince Potter
Operator first. Adviser second.
I have spent more than 25 years building and leading businesses across connectivity and technology services.
That experience includes starting companies from nothing, developing partner channels, building recurring revenue, managing difficult director and shareholder situations, integrating an acquisition and preparing a business for exit.
Through Franata, I bring that operating perspective into a focused independent engagement: understand the position, challenge the assumptions and help the management team concentrate on the actions most likely to create value.
View Vince’s LinkedIn profile
Download the overview
Commercial value creation
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A sensible first conversation
Need a clearer commercial picture?
A first discussion should establish whether there is enough value or risk to justify deeper work. No long sales process and no assumption that a full engagement is the answer.