Not a full-time hire.
The right level of support.
Most specialist operators don't need a full-time commercial director — but plenty would get real value from strategic support at that level.
Sometimes that's a short burst of fresh perspective. Sometimes it's time spent upskilling the team already there. Sometimes it's an ongoing partner in the background. Here's what each looks like in practice.
What I can take off your plate
Not a fixed package. Pick what's actually missing and we'll talk about how we can work together.
This is a running list of some suggestions of what I could handle for you — permanently, temporarily, or by building the capability in-house so someone on your team owns it properly.
Product, Pricing & Yield
- Own the seasonal product calendar — review it, set it, monitor it and adjust it against any change in demand or booking patterns
- Build a proper margin-by-product view so pricing strategy isn't guesswork
- Control and minimise any exposure from supplier commitment, and help the whole team prioritise what needs to be pushed at what time to maximise yield and profitability — right now it's probably happening ad hoc, with no one tracking what it costs
Sales & Marketing Channels
- Audit and manage any existing agency relationships and make sure they're still the right choice for your business, and you're getting the best value
- Build the channel reporting that tells you where bookings really come from
- Recommend how to rebalance the marketing spend once you can see what's working — there's usually easy money sitting in the wrong channel
- Run an enquiry-to-booking funnel review — where it's leaking, and why
Sales, Product & Marketing Alignment
- Set up shared reporting so sales, marketing and product are working from the same numbers, not three versions of the truth
- Make sure product knows what sales is actually hearing from customers, and marketing knows what's converting and why
- Fix the information gaps between teams — where the knowledge exists somewhere in the business, it's just not reaching the people making decisions
CRM & Data
- Audit your current CRM usage (if there is one in place — and yes, a spreadsheet counts). Source and work with external partners to implement a CRM properly, exactly for your business needs
- Design and implement tailored customer journeys for both repeat and new customers, using the information you have to maximise your likelihood of generating bookings
- Review the customer journey from enquiry through to returning home to make sure everything works together and represents your brand in the best possible light
Product Profitability
- Build a profitability model by product or itinerary or destination, and actually use it to regularly review and identify opportunities or gaps
- Review the product range against feedback and customer research — what to grow, what to wind down
Commercial & P&L
- Review the monthly numbers as your commercial voice
- Help use existing financial information to refine forecasting
- Interim commercial cover while you hire — or while you decide you don't need to
- Train an existing manager to read a P&L and own commercial decisions, not just report on them
Three ways to work together
Some of this I can just take off your plate and do for you in full, as regularly as you wish.
Some of it I can build and hand off, training whoever's doing it now.
Some of it works best as a standing arrangement — a few days a month, permanently on your side of the table.
Depends what's actually missing. Let's talk about which.
A conversation, not a price list
Pricing depends entirely on the level of support your business would benefit from — naturally this will evolve over time as will the agreement between us.
Let's talk about what's missing
Most people start with the 15-minute call. No commitment, no deck — just a conversation.