Growth is getting harder to manage
Revenue has moved ahead of the processes, information and ownership needed to manage it consistently.
Franata Services
Commercial Value Readiness Review
Is the commercial side of the business ready for what comes next?
A strong technical business can still be difficult to grow, fund or sell if revenue quality, margin, customer risk and commercial control are not clear. This review establishes the real position and turns it into a practical plan.
Connectivity Managed services Technology-enabled services
Independent viewchallenge without an internal agenda
Evidence firsttest the position, not the presentation
Commercial focusconcentrate on what affects value
Built to usea plan management can maintain
When the review helps
Usually, there is a decision coming.
You may already know parts of the business need tightening. The problem is working out what matters most, what can wait and whether the commercial story is supported by the evidence.
Investment or exit is becoming real
You need an honest view of what a buyer or investor will question before those questions arrive in a formal process.
The value is difficult to evidence
The business feels stronger than the management information, contracts, margins or pipeline currently make visible.
What I review
The parts of the commercial model that affect confidence and value.
This is not about producing a long list of everything that could be improved. It is about finding the few issues that materially affect performance, resilience or the credibility of the next plan.
Quality and repeatability
Recurring income, contract strength, renewals, retention and one-off dependency.
Concentration and dependency
Where revenue, relationships or knowledge rely too heavily on one customer or person.
Pricing and gross margin
Whether the business understands where it genuinely makes money and where value is leaking.
Routes to market and pipeline
Direct sales, partner channels, pipeline quality, conversion and forecast confidence.
Commercial information
The measures management uses, what is missing and whether decisions can be made early enough.
Ownership and execution
Whether priorities have clear owners, sensible measures and an operating rhythm behind them.
How the ten days work
Enough time to establish the position without creating a consultancy project.
The exact work is shaped around the business. The structure stays simple: establish the facts, test the assumptions, identify what matters and agree what happens next.
Establish the baseline
Review the economics, customer base, revenue mix, pipeline and current priorities.
Test the model
Challenge the assumptions behind pricing, margin, retention, channels and forecast confidence.
Identify what matters
Separate the material risks and opportunities from the things that can reasonably wait.
Agree the plan
Set priorities, owners, measures and the first actions within a practical 100-day plan.
What you receive
A clear view of the position and what should happen next.
- Commercial baseline and starting measures
- Material risk and opportunity register
- Prioritised actions with accountable owners
- Practical 100-day plan
- Review points at Days 30, 60, 90 and 100
Experience behind the review
An operator’s view, not a theoretical assessment.
Vince Potter has spent more than 25 years building and leading connectivity and technology-services businesses. That includes recurring revenue, partner channels, acquisitions, difficult shareholder situations and an eventual exit.
25+ yearsbuilding, leading and advising
Two £5m+ businessesbuilt from inception
Founder, MD and NEDcommercial decisions made in the real world
A sensible boundary
Clear about what this is—and what it is not.
The value comes from keeping the work focused. If another specialist is needed, that should be clear early rather than quietly expanding the scope.
This is
- An independent, operator-led commercial review
- A test of the evidence behind the commercial story
- A prioritised plan management can actually use
- Constructive challenge for owners and management
This is not
- A formal business valuation
- Financial, legal or technical due diligence
- A long strategy document or generic template
- Management handing responsibility for delivery to an adviser
Common questions
What owners normally want to know first.
A first conversation is enough to decide whether the review fits the situation. There is no assumption that the full engagement is always the right answer.
Is this only for a business preparing to sell?
No. It is equally relevant before investment, a new growth phase or a material change in direction.
What access is needed?
Management information, customer and revenue data, pipeline information, key documents and focused conversations with the people who understand the business.
Who delivers the review?
Vince Potter leads the work. Technical, financial or other specialists can be brought in where the facts show they are needed.
What happens after Day 10?
Management owns delivery. Franata returns at the agreed review points to test progress, challenge slippage and help keep the plan focused.
How is the scope agreed?
After an initial discussion, the scope, access, outputs, timing and fee are set out clearly in a short proposal before work starts.
Is the work confidential?
Yes. The engagement is handled confidentially and the information reviewed is limited to what is needed for the agreed work.
A sensible first conversation
Need a clearer view before the next move?
We can establish whether the issue needs a full readiness review, a narrower piece of work or simply a useful conversation with an experienced operator.