Application map
Define the real applications, buyer problems, business metrics, differentiators, implementation requirements and places the product should not be forced.
COMMERCIAL OPERATING MODEL
Different role. Same underlying logic.
Business Development, Sales and Partnerships have different ownership boundaries, but I approach all three as connected information and execution systems.
ICP + account intelligence
Segment by industry and use case, then enrich with firmographics, installed technology, initiatives, triggers and economic context. The score has to explain itself.
People + relationship map
Map economic buyers, decision makers, champions, technical evaluators, procurement, blockers, partners and warm paths—not just contact titles.
Opportunity hypothesis
Connect a specific business problem to the application, value model, implementation path and expansion logic. No account gets pursued merely because it is large.
Motion design
Choose direct, partner-led, co-sell, marketplace, event, executive, technical or multi-threaded motions based on how the account is actually likely to buy.
Qualification + progression
Track consequence, access, value, technical feasibility, budget path, competition, next step and mutual commitments. The system should surface what is missing.
Partner economics
A partnership must create value for the partner: implementation revenue, cloud consumption, account access, differentiated services, retention or expansion. “Strategic” without an operating motion is not enough.
Win/loss learning
Closed-won gets the highest evidentiary weight, open pipeline informs current patterns, and closed-lost explains where positioning, fit, access or execution breaks down.
Next best action
The output is not another dashboard. It is a prioritized action: who to contact, why, with what hypothesis, through which route and what evidence would change the plan.
ROLE-SPECIFIC OUTPUT
The framework changes emphasis depending on the job.
The core research and qualification layer remains shared.
BUSINESS DEVELOPMENT
Find new growth vectors.
New markets, use cases, segments, channels, strategic accounts and commercial models. Develop the thesis, validate it with customers and turn it into pipeline.
ENTERPRISE SALES
Turn a target account into a winnable opportunity.
Account planning, multi-threading, business case, qualification, technical and commercial alignment, negotiation, close and expansion.
PARTNERSHIPS
Create repeatable shared revenue.
Partner selection, enablement, account mapping, joint plays, whitespace, co-sell, relationship development, attribution and partner-sourced/influenced pipeline.
Market + Product
→
Account + Buyer
→
Opportunity
→
Route + Partner
→
Action + Learning