Context
A health-tech company had product-market fit in three GCC countries but was being out-positioned by better-funded US competitors entering the region. Their commercial pitch sounded like a feature list. Their pricing was reactive. Their pipeline was full of small deals, not strategic accounts.
The Challenge
Six months to sharpen the commercial story ahead of a Series B raise. The board wanted to see deal velocity, average contract value, and a defensible category position — not just revenue growth.
Approach
Rewrote the positioning around a single buyer outcome instead of product capabilities. Built a three-tier pricing architecture that anchored enterprise pricing at 3× the previous default. Created a commercial playbook for the sales team to lead with strategic discovery, not demo. Trained the founder-led sales motion to position the company as a category, not a vendor.
Outcome
Average deal size grew 3.4× in six months. Enterprise win rate doubled. Series B closed at a 2.1× valuation step-up. The positioning still anchors the company's commercial work two years later.