I work with HR tech founders and commercial leaders at the point where a strong product meets go-to-market reality. Pricing, positioning, ICP, channel and revenue planning.
Most advisers have only seen one side of the sale.
Fifteen years across the HR tech stack: talent acquisition, HRIS, workforce management, analytics and onboarding. I know how these platforms get evaluated, who really signs, and what kills a deal three months in.
I have led the full commercial function for a global HR tech platform. Go-to-market strategy, pricing, positioning, ICP definition, channel strategy and revenue planning, built and run rather than advised on from a distance.
Deciding what you charge, how you structure tiers, and where the upgrade path sits. Usually the fastest change to revenue you can make without touching the product.
Naming who you are for and what you replace. Sharp enough that your sales team can repeat it and buyers can act on it.
Self-serve, sales-led, partner-led, or a mix. Working out which motion fits your product and price point, and what it costs to run.
Turning a target into a plan you can hold people to: pipeline maths, coverage, headcount and the assumptions underneath.
Fifteen years in HR tech, on both sides of the table. I have sat in the buyer's seat evaluating platforms, and I have built the commercial engine that sells them.
That dual view is the point. I understand how HR technology is bought because I have bought it. I understand how it is priced, positioned and sold because that is the job I do.
Strong product, commercial challenge? Send me the problem.
jonny@northroom.uk