Proof
This page sets out three kinds of evidence. We have held P&L accountability for twenty-five years. We have also worked inside many UK MSPs. Our offer is built on interviews with numerous MSPs.
Cumulative revenue under direct accountability
Additional annual revenue delivered
Customers added
Operator, at GM and CxO level
Most growth advisers study growth. We have run businesses and grown them.
We have spent twenty-five years at GM and CxO level, leading customer-facing transformation. We held P&L accountability throughout. Our responsibility ranged from £1.8bn to £12bn. We did not advise on those numbers. We were accountable for them.
The work followed the same pattern each time. The way the business made money had to change. Technology was one part of that change. Someone had to be accountable for the revenue number while the change happened.
What changed in each business.
Global GM, Commercial Growth
GM, Pay & Go
VP Marketing, EMEA
VP Marketing & Analytics
Chief Products & Marketing Officer, Europe
Chief Products & Marketing Officer, Global, Executive Board
From 2009 to 2011, Michael Williamson was also a non-executive director of a £1.2bn NHS trust. He sat on its main board. The trust had made a loss for seven years, and it moved into surplus. He holds an MBA from London Business School. He also holds an MA in Marketing with Distinction from Kingston.
Operator. Practitioner. Researcher.
An MSP owner is entitled to ask three different questions. Each card shows one question and the evidence that answers it.
Has Michael been accountable for a revenue number?
Michael has held P&L accountability at GM and CxO level for twenty-five years. Each time, the way the business made money had to change. That happened repeatedly, at scale, with a board watching.
Has the approach worked inside an MSP?
We have worked inside many UK MSPs. At Principle Networks, we put their commercial growth system in place with the leadership team. Measurable financial results followed.
Does the approach fit my business?
We designed our offer after structured interviews with numerous MSPs. The interviews asked why their AI practices were not growing. We did not take a generic growth framework and adapt it for the channel.
Principle Networks.
He helped us put in place the growth structure, commercial discipline and strategic thinking required to scale the business more effectively — and challenged us to think about growth as a system rather than a series of isolated activities.
The sentence behind our offer.
Before any of this was written, we ran structured interviews with numerous MSPs. We asked why their AI practices were not growing.
“We are not consultants.”
Owners said it independently
The owners had no contact with each other. They described the same constraint in almost the same words. Owner after owner used the same sentence without prompting. That sentence describes a real, shared problem.
The problem was commercial
None of the MSPs we interviewed had a technology problem or a marketing problem. Every one of them could implement. None of them could reliably lead the business conversation that comes before the requirement. More leads with the same IT contacts would not get an MSP into that conversation.
Every engagement adds to our evidence base.
Each engagement adds to our own evidence base on how MSPs build AI practices. The evidence base is also becoming a benchmark. It records what offers are worth, where the commercial model fails, and what changes the results. That evidence improves every engagement that follows.
If you start working with us today, you benefit from every engagement before yours. You learn what an offer is worth, which sectors buy, and which arguments persuade a CFO. A competitor would need years of the same engagements to build the same evidence.
Test our approach on your business in ninety minutes.
The fastest way to judge our approach is to test it on your own business. A Growth Review takes ninety minutes and costs nothing. It is a structured conversation with you and your leadership team. You get an honest answer on whether we are the right people to help.
Win the business case before you win the build.