Five engagements. One consistent pattern: diagnose the real problem, rebuild the commercial engine, embed the discipline to sustain it.
01
Turning Around a USD $250M Business
Telecommunications Services of Trinidad & Tobago (TSTT)
SITUATIONThe business had experienced sustained revenue and EBITDA decline over multiple years, driven by pricing inefficiencies, product complexity, and an underperforming sales and distribution model.National telco; full commercial organization across mobile, fixed, and digital
ACTION
Reset commercial strategy across mobile and fixed portfolios
Redesigned product structures, pricing, and promotional cadence
Rebuilt sales and distribution across retail, digital, telesales, and dealers
Introduced CVM led segmentation and offer governance
Aligned OPEX and CAPEX to measurable commercial outcomes
RESULT
Delivered first revenue and EBITDA growth in over four years
Achieved record EBITDA performance in H1 FY24
Drove +120% growth in sales output
Stabilized ARPU while improving margin
This transformation re-established commercial discipline and created a foundation for sustained performance.
02
Reversing 8 Years of Revenue Decline of a USD $350M Business
Digicel Jamaica
SITUATIONThe business had faced eight consecutive years of declining revenue, increasing competitive pressure, and evolving customer demand.Market leading mobile and digital operator; cross functional commercial team
ACTION
Implemented localized commercial strategy based on geographic and customer segmentation
Reset pricing architecture and product positioning
Embedded data driven decision making and CVM
Optimized sales channels and go to market execution
Secured and executed a USD $50M investment in fixed mobile convergence
RESULT
Delivered +3.5% year on year revenue growth (first growth in 8 years)
Grew market share by 1% within 8 months
Increased revenue share by 8% within 6 months
Improved ARPU, customer engagement, and retention
This demonstrated the impact of aligning strategy with execution at a local market level.
03
Building a Data Driven Commercial Engine
Digicel Trinidad & Tobago
SITUATIONCommercial decision making was fragmented, with limited use of data to drive customer engagement, pricing, and retention strategies.National mobile operator; analytics and CVM team built from the ground up
ACTION
Built and scaled Customer Value Management (CVM) and analytics capabilities
Developed predictive models for customer behavior and offer targeting
Introduced marketing automation and digital engagement strategies
Centralized commercial planning and governance through a Strategic PMO
RESULT
Delivered sustained revenue growth
Improved cost efficiency by ~3% year on year
Increased ARPU and customer repurchase rates
Enhanced customer engagement and lifecycle management
Contributed to a 25 point improvement in employee engagement through leadership succession work
This established a scalable, data led commercial capability embedded within the organization.
04
Scaling Growth Through Investment & Strategy
Digicel Jamaica – FMC & Fibre Expansion
SITUATIONGrowth required expansion beyond core mobile services into converged fixed and mobile offerings, supported by network investment.Multi functional program spanning network, commercial, and sales teams
ACTION
Developed and secured a USD $50M investment business case
Designed commercial strategy for FTTH, mobile, and SME segments
Built market sizing, demand modeling, and lead generation strategy
Defined execution roadmap across network, sales, and marketing
RESULT
Enabled expansion into new geographic markets
Accelerated customer acquisition across fibre and mobile
Strengthened long term revenue growth and customer stickiness
This demonstrated the ability to link capital allocation directly to commercial outcomes.
05
Operating and Scaling a Growth Business
Virtana Inc.
SITUATIONA growing technology business requiring alignment across commercial, operational, and financial performance to scale efficiently and meet investor expectations.Enterprise technology company; COO with accountability across all operating functions
ACTION
Assumed full COO accountability across sales, marketing, finance, delivery, and operations
Partnered with the CEO and Board on strategy, capital prioritization, and growth planning
Led cross functional leadership team to align execution with financial and commercial targets
Built and implemented pricing models, revenue forecasting, and monetization frameworks
Drove transformation initiatives across process, tooling, and organizational design
Balanced growth investment with margin discipline and resource prioritization
RESULT
Delivered consistent performance against revenue growth and utilization targets
Established scalable commercial and operational infrastructure
Improved cross functional alignment and execution velocity
Enabled investor ready reporting and strategic decision making
The pattern above repeats regardless of market size or company stage: diagnose what is actually broken, rebuild pricing, product, and distribution as one system, and embed the data discipline to make the result durable.If you are navigating growth challenges, turnaround situations, or scaling opportunities, I am always open to a conversation.