Commercial Model Transformation


  • Turned pro in 2002
  • Started working with Adolfo in 2011 when ranked near #50 ATP
  • Since 2011, he won 6 of his 9 ATP Titles
  • In July 2012, he reached his career high ranking as ATP#10, breaking into the coveted ATP Top Ten

Guillermo García López

  • Turned pro in 2002
  • Started working with Adolfo in 2012 when ranked #65 ATP, and retained him as performance coach until his retirement in 2021
  • From 2012 to 2015 he won 3 of his 5 ATP titles and played another two finals
  • In 2015, he reached ATP #21 Ranking


  • Turned pro in 2004
  • Started working with Adolfo in 2011 when ranked outside of the #50 ATP
  • In 2013, when he nearly fell out of the top 100 ATP Ranking, Adolfo joined his team full time.
  • In 2014 he reached his career high ranking ad ATP #28 and played his first ATP 500 Final.

Commercial Model Transformation

Having grown through acquisition of multiple business units and carve outs, this client’s growth had been largely inorganic. The challenge was to help them grow an internal capability to diversify into other product/service offering and to sell in other market segments.


Leading telecoms operator




Various years


Driving high performance cultures

Driving Operational Excellence

Brought in by the CEO to drive the cultural and operational change required to move from a one country, market dominant company with negligible organic sales, to a twelve-country, matrix organization competing in fast moving and highly competitive value added services.

What are the components of the Performance Formula that need to change and what are the key dependencies between them?

We re-designed & implemented a new commercial model from managing acquired assets to leveraging the business impact of new technologies to generating value added services in new segments. Over several years we:

  • Developed and implemented solution selling skills and have trained the sales force in all countries
  • Designed, staffed and launched the newly created Global Marketing and Sales unit
  • Produced Segment analysis and go-to-market plans
  • Develop high impact sales collateral which spoke of the client’s issues, not technical product features
  • Implemented a new SFA/CRM tool
  • Designed and implemented Call Centre channel, resulted in improved profitability while freeing senior KAM time
  • Designed, launched and provided Interim Head the new Digital Services “Business Unit” leading a team of over 50 professionals from Sales, IT, Engineering and Product Strategy over 9 months to launch the new group. The success of this cross border initiative led to the launch of similar “Business Units” for other product lines.
  • Coached members of the senior Leadership Team

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