Revenue growth is a system. I help leaders build one that works.

I'm Martin Dove. Fourteen Hundred is my advisory practice. I work with CEOs and revenue leaders at technology and services companies who need their growth to be repeatable, not heroic.

Start-up.
Early-stage sales and marketing, and later COO and CRO of a SaaS business
Scale-up.
Sold and then ran the business that started the South African BPO industry
$1bn.
A managed services line built inside a $15bn global firm, in just over four years
Three sides of the table

Vendor.

I've carried the number. Sold the deals, run the sales teams, and run the businesses those deals created.

Partner.

I've built the partner strategies that made growth compound, with Cisco, Microsoft and the other global tech firms alongside.

Advisor.

I've spent the last several years advising the firms I used to sell with, on research rather than opinion.

Most advisors have sat on one of these. Growth problems usually live in the gaps between them.

The short version

I've spent my career on the revenue side of technology and services businesses. Selling, running sales teams, running whole businesses, and building the partnerships that make growth compound. Startups, scale-ups and global firms. Three continents. Sell to, sell with, sell through.

How I got here

After a variety of early-stage sales and marketing roles, by my mid-twenties I was working in consulting, mostly CX and CRM. In the early 2000s I was living in LA, running a channel and integration division for a global SI, growing nicely across some big clients in a range of industries.

AOL, one of the largest companies in the world at the time, was considering an offshore operation in South Africa. I worked the opportunity and closed it: an 850 seat contact center. Then I was asked to go and run the business I'd just sold. I did, and it became the start of the South African BPO industry as it exists today.

From there I ran the firm's European operations and merged them with the European technology business. Then the global technology business, CX and collaboration, with strategy, innovation, sales and partnerships under me. That's where I really learned how to grow with partners rather than around them.

The last big GSI job was taking a set of regional managed services businesses, building a strategy with the global tech firms and taking it to $1bn. With a combination of global and regional teams, and Cisco, Microsoft and others alongside us, we got there in just over four years.

Then a Silicon Valley advisory firm I'd worked with asked me to help build a research-led practice showing the big technology companies how to grow their own recurring revenue through managed and subscription services. I moved to California, took the role, and spent the next several years advising the firms I'd spent my career selling with. Along the way I was also COO and CRO for a SaaS business that helped go-to-market teams make the move to outcome-based selling.

What that adds up to

I've sold the deal, run the business the deal created, and built the partner strategy that made it scale. I've done it in the US, the UK, Europe, New Zealand, Australia and South Africa. I've sat on the vendor side, the partner side and the advisor side.

So when a revenue leader tells me the strategy is right but the numbers aren't moving, I usually know where to start looking.

Practices

Growth advisory.

The broad practice. Go-to-market strategy, partner strategy, entering new markets, and the honest outside view a leadership team needs before it commits.

Start a conversation

It's the Outcome.

My practice for the shift to outcome-based selling: assessments that show you where you are, and the engineering work that closes the gap between what you sell and what your customers get.

itstheoutcome.com
Contact

The quickest way is email.

martin@1400advisory.com