LEAD-TO-ORDER PROCESS

Most $5M–$50M technology companies do not have a sales problem.

They have a Lead-to-Order process problem.

Revenue becomes unpredictable when the operating architecture behind commercial performance has not kept pace with the company’s growth stage. The issue is rarely effort. It is structural design.

Any of This Happening?

The board asks how confident you are in the forecast. The honest answer is: it depends who updated the CRM last.
One slow quarter and you are pausing hires, deferring investment, or explaining variance to investors.
Important deals do not close unless you personally get involved.
You replaced a sales leader in the last 18 months. The numbers did not change.

None of these are people problems. They are process problems. And they do not get fixed by hiring, by tools, or by working harder. They get fixed by finding the structural cause.

Book an Assessment Briefing

Three Levels. You Stop When You Have What You Need.

Level 1

Structural Assessment

Find out what is actually wrong. Six dimensions of your revenue process scored against companies at your stage and in your sector. Delivered in five working days. Takes 30 minutes of your time.

Level 2

Architecture Redesign

Get the blueprint to fix it. A redesigned revenue process, an operating model, a 90-day plan, and a board brief you can use at the next meeting. Three weeks. Three hours of your time.

Level 3

Rebuild Sprint

Have it installed. ICP model in the CRM. Qualification rules enforced. Pipeline discipline built. Forecast accuracy restored. Board-ready before-and-after at day 90.

The Intelligence Behind The Verdict

Every Lead-to-Order assessment is grounded in commercial intelligence — not theory. TechGrowth Insights produces ongoing, decision-grade research used by CEOs, boards, and investors to understand what is actually working in live commercial environments.

Our Competitive Edge Intelligence Series:

Report	What it covers
The Competitive Deal Playbook	How competitors really sell, price, and position — verified proposals, not public claims
The Competitive Product Roadmap	Where markets are moving, which motions are emerging, what's breaking first
The Investment Risk Radar	Early warning signals on pricing pressure, churn risk, and failed expansion patterns

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The operating history behind the structural work

The Lead-to-Order methodology was not developed in theory. It was extracted from 25 years of installing and governing revenue operating systems across global technology businesses — in the seat where decisions are made and outcomes are measured.

Michael Williamson

Lead-to-Order Process Advisor

The experience base:

Chief Product & Marketing Officer, Equifax
Global GM Commercial Growth, Vodafone
GM Commercial Growth & Revenue, Telefonica
VP Marketing, Symantec
London Business School MBA
GTM decisions owned across £1.8bn–£12bn P&Ls
Board Advisor & Operating Partner to PE-Backed SaaS, Cyber, Fintech, Telecom & IoT Scale-Ups

Assessed by those who operated alongside

From C-suite leaders and P&L owners who worked with Michael under board-level commercial pressure.

Michael led Europe Middle East & Africa through a transition including organization evolution and go-to-market changes that contributed to the turn around of the business.

Sally Jenkins

Executive Global Leadership Team, Symantec

Michael made a major impact across Vodafone’s global commercial operations. One of the very best.

Saj Arshad

Group Executive Committee Member, Vodafone Group

Michael is highly regarded as a strong leader with superior strategic planning and personal communication skills. He led our go-to-market efforts across 16 countries. Michael did this well with strong cultural sensitivity across markets.