Post-acquisition commercial growth & digital value

Turn the first 90 days into commercial momentum.

WK Digital helps investors and leadership teams establish what is really happening across sales, marketing and digital performance—and begin acting on the highest-value opportunities immediately.

Discuss a portfolio company Commercial clarity · Immediate action · Measurable priorities
First 90 daysCommercial value
01
Establish the realityPipeline, customers, channels, ownership and digital performance.
02
Act on the constraintBegin the first priority intervention while the broader picture is forming.
03
Build the growth rhythmGive leadership clear actions, owners, measures and evidence.

The commercial system behind the numbers

Revenue can be strong while the machinery underneath remains thin.

Founder-led businesses often grow through relationships, reputation and individual effort. After acquisition, leadership needs to see which parts can scale, which depend on the founder and where commercial value is being lost.

01

Pipeline

Is it visible, current and supported by usable customer data?

02

Customers & markets

Which relationships, segments and channels actually create value?

03

Sales ownership

Who owns the opportunity after it enters the business?

04

Website & conversion

Do digital assets create confidence and move buyers forward?

05

CRM & measurement

Can leadership see source, progress, follow-up and conversion?

06

Automation readiness

Which repeated tasks can be improved without losing control?

A practical first 90 days

Understand and act in the same operating rhythm.

The work is structured to create early evidence, not leave leadership waiting for a report before anything improves.

Days 1–10

Establish the commercial reality

  • Review pipeline, customer and channel evidence
  • Trace the website-to-sales journey
  • Clarify ownership and data gaps
  • Select the first material intervention
Days 11–30

Build the growth operating system

  • Define priority markets and messages
  • Repair tracking, CRM and follow-up gaps
  • Set practical commercial measures
  • Implement the first priority improvement
Days 31–90

Execute and prove

  • Run priority market or channel activity
  • Improve digital customer journeys
  • Introduce suitable automation
  • Report outcomes and the next investment decisions

Action while assessing

Not another report and a delayed start.

We work alongside leadership to identify the commercial constraint, begin the priority action and use the resulting evidence to guide what happens next.

01FindLocate the material commercial constraint.
02ActBegin the highest-value practical intervention.
03MeasureMake the result and remaining gaps visible.
04DecideDirect the next investment with greater confidence.

Leadership visibility

Clear enough to act on. Useful enough to govern.

The output connects commercial observations to decisions, owners and measurable activity. It can support management, investor and board conversations without turning the work into a technology exercise.

01
Commercial baselineWhat is known, what is assumed and where evidence is missing.
02
Immediate actionsPriority interventions already underway or completed.
03
90-day roadmapSequenced work with owners, measures and dependencies.
04
Leadership measuresA small set of indicators tied to commercial progress.
05
Next investment decisionsWhere further capability, technology or market investment is justified.

A strong fit

Built for a change in ownership or growth expectations.

  • PE and family-office portfolio companies
  • Newly appointed CEOs and leadership teams
  • Founder-led businesses moving toward an enterprise model
  • Businesses preparing for accelerated growth or eventual exit
  • Leadership teams that want recommendations implemented

Probably not the right starting point

We will say when the timing is wrong.

  • The investment thesis or target market is still undefined
  • Leadership only wants a technical website audit
  • No commercial owner can participate in the work
  • The requirement is a large transformation report without execution
  • Guaranteed growth or valuation outcomes are expected

Start with the commercial question

Where is growth being constrained—and what can leadership act on now?

Thirty minutes to discuss the business, ownership context and the first commercial priority. No obligation.

Discuss a portfolio company