Market development falls behind
Your team is busy with customers and active deals. The next market, segment or strategic account gets attention when there is time left over.
Capabilities / Commercial Operating Model
The complete system behind commercial growth.
The full De Grijff proposition. We reorganise the commercial department by connecting strategy, software and execution into one operating model around the way the organisation grows.
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Commercial Operating ModelDe Grijff
Primary outcomeA scalable commercial department
Designed forFounder-led, growing and mature B2B teams
ScopeStrategy, software, execution and organisation
Position in the processFull bundle
Does this sound familiar?
Your sales team is capable. The commercial system around it needs to catch up.
The strongest salespeople are often responsible for everything: researching markets, finding the right accounts, starting conversations, maintaining CRM, developing opportunities and looking after customers. As the business grows, some of that work becomes inconsistent or stays with just a few people.
Growth depends on individual people
Relationships, follow-up and knowledge of the market sit in personal inboxes or in the heads of founders and experienced salespeople.
More salespeople have not brought more clarity
The team grows, but ownership, handovers and commercial data do not become clearer at the same pace.
Recognise one of these situations?
Discuss your situation ↗We can start with the friction you already see and determine whether this product or the wider operating model is the right scope.
Our perspective
Your best salespeople should spend their best hours where they matter most.
In complex B2B sales, expertise, trust and commercial judgment move relationships forward. Research, market development, outreach, CRM and follow-up all matter, but they do not all need to depend on the same person.
The Commercial Operating Model reorganises the commercial department so strategy, business development, sales, handovers and software support each other. That allows the strongest people in the team to focus on the work where their expertise makes the biggest difference.
Structure creates focus. Focus creates better conversations. Better conversations create lasting commercial growth.Explore the questions →
Reorganisation of the commercial department
Four questions we answer before reorganising commercial activity.
Before adding more people or more software, we first define how the department should be organised, where work belongs and which system should support it.
Which work belongs with which role?
Research, outreach, opportunity development, CRM upkeep and customer follow-up do not all need to sit with the same person.
Read our point of view →Where should market development sit in the organisation?
The operating model defines how business development should support sales and where specialist capacity creates the most value.
Read our point of view →What must every commercial handover preserve?
Context, ownership, stakeholder history and next steps should move cleanly between business development, sales and customer teams.
Read our point of view →Which systems should support the model?
CRM and connected technology should make the department easier to manage, not create extra work around it.
Read our point of view →Where we fit
Most useful where the commercial department needs redesign.
We are most useful where the team has talent and ambition, but the organisation around it is still too dependent, too fragmented or too unclear to scale well.
Dependency reduction
For organisations where too much commercial knowledge and decision making still lives with the founder or a few key people.
Commercial structure
For teams adding people, markets or tools and needing clearer ownership, routines and role design.
Operating-model improvement
For larger sales organisations that need better efficiency, handovers, CRM discipline and commercial intelligence.
The complete model
Strategy. Software. Execution.
The Operating Model is the full bundle. The other components are individual products in the process. Here they come together with role design, commercial structure, handovers and ongoing optimisation.
Commercial Strategy
Sharper proposition, market priorities, leadership guidance and commercial choices.
Explore Commercial Strategy →CRM & Commercial Intelligence
HubSpot, commercial memory, reporting and the connected tooling around sales.
Explore CRM & Commercial Intelligence →Business Development
Research, targeting, DMU, human outreach and new-market continuity.
Explore Business Development →From separate activities to one commercial system.
The emphasis of this product is organisational redesign. We look at who should do what, when work should move, which systems support the work and how the team learns. That is what turns separate capabilities into a functioning commercial department.
Commercial operating model
One way of working.
Roles, routines
and capacity.
Growth becomes consistent when roles, routines, capacity and handovers are designed deliberately — so the commercial ambition is executed by the whole organisation, not carried by a few individuals.
Jibser, BCN and Kinekt show what that looks like in practice: a commercial model the team can run, repeat and build on.
Explore the client stories →
Start a conversation
What should your next Commercial Operating Model solve?
We can start with the friction you already see and redesign the commercial department from there.
Start a conversation ↗Prefer email? →