Sales, Transformation & AI Advisory for Complex B2B Growth Dereli
Dereli
Growth Advisory
Growth is not an ambition problem. It is a structure problem.
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Growth is not an ambition problem. It is a structure problem.
Enquire about working togetherMany B2B organisations do not struggle because they lack ambition. They struggle because growth is not structured, focused, and aligned where it needs to be.
Most B2B companies do not struggle because they lack ambition or capable people. They struggle because growth is not structured.
Revenue priorities are unclear. Sales teams are misaligned. Partner ecosystems sit unused. Buying committees are complex and slow. AI initiatives launch with enthusiasm and stall without results. And when major technology decisions need to be made, there is rarely a clear process for making them well.
If any of that sounds familiar, this is where Dereli Growth Advisory works — from startups building their first repeatable sales motion to established companies navigating enterprise sales, transformation decisions, partner-led growth, AI adoption, and high-stakes commercial negotiations.
The approach combines enterprise sales experience, buyer-side transformation thinking, AI and process optimisation, and negotiation preparation — applied through selected advisory projects, interim commercial leadership, or strategic collaboration.
Many B2B companies have sales activity. Fewer have sales structure. When pipeline is inconsistent, deals drag on without clear next steps, or growth depends entirely on a founder's relationships, the issue is rarely effort — it is the absence of a clear structure that tells people what to do, in what order, and toward what outcome. Sales Advisory helps companies build that structure, from defining who sells what and to whom, to generating qualified opportunities, to coaching live deals toward the highest possible outcome.
Your team is active, but results are inconsistent. Roles are unclear, territories overlap, and there is no shared rhythm for how commercial work gets done. This engagement brings structure to how your sales function operates: clear roles, territories, and priorities; a cadence and accountability framework that turns individuals into a team with shared direction; and a commercial structure that can scale without depending on a single person to carry it.
Pipeline is thin or unpredictable. Campaigns produce activity but not qualified opportunities. Partner relationships exist on paper but rarely generate revenue. This engagement connects your ideal customer profile, your message, and your partner ecosystem into sales activities that produce qualified opportunities — not just meetings. Where partners are involved, joint account planning and commercial alignment turn the ecosystem into a revenue channel that actually performs.
Leads are coming in, but conversion is low. Deals sit in the pipeline for months. The real decision-makers are never quite in the room, and final commercial terms rarely reflect the value being delivered. This engagement works on the deals you are running right now — assessing opportunities honestly, mapping the full buying committee, and building the stakeholder strategy needed to reach the people who actually sign. Negotiation preparation is treated as a commercial discipline, not an afterthought. The focus is on protecting margin, securing commitment, and closing on the right terms.
Technology transformation projects fail more often than they succeed — not because the software is wrong, but because the decision to buy it was made before the organisation understood what it actually needed to change, and who needed to be aligned to make that change possible. Transformation Advisory supports companies at the stage where the decisions that determine success are still being made: before the contract is signed, before the implementation begins, and before the vendor is chosen.
Leadership knows something needs to change, but there is no clear picture of where to start. Different parts of the organisation have different priorities, and the path forward is not yet agreed. This engagement clarifies what the transformation is actually meant to achieve, where the real process gaps are, and which stakeholders need to be aligned before technology conversations begin. The output is a realistic direction that leadership can commit to — not a strategy built backwards from a vendor's pitch.
You are being pulled in multiple directions by vendors who each claim their solution is the right fit. The evaluation is complex, the stakes are high, and the internal team does not have the bandwidth or the independent view to assess the options objectively. This engagement builds a structured evaluation framework based on your actual business priorities, runs vendor comparisons, sequences the implementation roadmap, and ensures the technology choice you make is one your organisation can execute and your stakeholders can support.
You are about to sign a significant software contract. The vendor has a professional sales team, a prepared commercial proposal, and considerable experience in these negotiations. You have a deadline and a budget. This engagement puts an experienced commercial professional on your side of the table — one who understands how these deals are structured, where the flexibility exists, and which terms matter most. The goal is a commercially sound agreement that reflects your actual business needs, reached before you sign rather than regretted after.
Most organisations are not short of AI ideas. They are short of a clear answer to a simple question: where will AI actually make this business work better? Pilots get launched, vendors get invited in, and leadership gets enthusiastic — but without a structured view of where AI connects to real process gaps and measurable outcomes, the initiatives stall or disappear into the next budget cycle. AI & Process Advisory helps companies move from ambition to execution: identifying where AI genuinely fits, building the business logic that finance and operations can validate, and sequencing adoption in a way that creates real results.
You know AI should be part of your strategy, but when you look at your own operations it is not clear where the highest-value opportunities are — or whether your processes and data are ready for them. This engagement works through your business from the perspective of operational pain points, not technology capabilities. It separates AI ideas that sound attractive from opportunities that can create measurable impact, and produces a shortlist your leadership team can act on with confidence.
The AI project has a sponsor and a concept, but finance and operations are not yet aligned. There is no clear picture of what it will cost, what it will return, or how the assumptions hold up under scrutiny. This engagement builds the business case architecture — productivity gains, cost impact, risk reduction, time savings — and produces something honest and defensible enough to move a real investment decision forward.
The use cases are identified and the business case is approved, but there is no clear plan for how adoption should be sequenced or how it fits with the existing technology landscape. This engagement creates a step-by-step roadmap grounded in your actual systems, data infrastructure, and organisational readiness — sequenced to build capability rather than create technical debt.
SAP is one of the most powerful platforms a company can build its operations on. When implemented well and managed with the right commercial strategy, it creates the kind of operational backbone that supports growth, reduces complexity, and connects an organisation's most critical processes. The decisions made around SAP — how it is configured, contracted, and evolved over time — are among the most consequential a company will make.
Having spent years working within SAP's commercial and sales organisation, this advisory brings a level of inside knowledge that is rarely available on the buyer side: how proposals are structured, where the flexibility exists, how transformation projects succeed, and what good commercial outcomes actually look like in practice.
If your organisation is facing an SAP-related decision — at any stage — reach out to discuss how we can help.
Some situations do not fit a standard engagement — and do not need to. If you are facing a complex commercial decision, a sensitive negotiation, or a temporary leadership gap, reach out to discuss what a tailored collaboration could look like.
A small number of client engagements.
Chosen with care.
