The commercial side of the deal, before and after close.
Presque Consulting Group works with acquirers and owners of industrial and B2B companies. Before close, we tell buyers what they're actually getting. After close, we write the plan that protects the revenue they paid for. When the sales leadership seat is empty, we fill it.
Three ways to engage.
Each one built around a transaction or a transition, with a defined deliverable and a defined end.
Commercial due diligence
Before you close, an operator's read on the revenue you're buying: who owns the customer relationships, whether the pricing holds, and what the sales organization is actually worth.
Revenue integration planning
After you close, a first-year commercial plan the sponsor can hold the business to: accounts to protect first, territory and channel overlap, pricing harmonization, and what the sales leadership seat needs to look like.
Interim and fractional sales leadership
When the founder is stepping back, the VP of Sales has left, or a new owner has just discovered the pipeline lived in one person's head, Greg takes the seat through Sales Xceleration.
What every engagement is built on.
Operator first
Every recommendation has to survive contact with inventory, lead times, margin, and the real sales cycle. Greg has run the functions he now advises on.
Revenue quality over revenue volume
Growth without margin is a problem deferred. Diligence, integration plans, and sales leadership are all measured on durable, defensible revenue.
Defined deliverable, defined end
A diligence memo. A written integration plan. A permanent sales leader in place. Engagements finish; they don't drift into permanent retainers.
References from operating partners, board members, and former colleagues are available on request.