Build or renew the commercial function.
Roles, processes, channels, tools and KPIs no longer support the company’s priorities.

Executive Advisory
Aerreidc advises owners, boards and leadership teams when the commercial model, international growth or governance structures need to be defined, realigned or brought to maturity.
Each engagement is shaped around the specific context, from diagnosis through operational launch and the transfer of processes and accountability into the organisation.
Start a conversation→Advisory scope
The scope is shaped around the challenge, the depth required and the organisation’s existing capabilities.
A commercial model that is clearer, measurable and sustainable for the organisation.
Selective growth, with clear priorities and accountability by market and channel.
Clearer decisions and accountability embedded in the organisation’s day-to-day operating model.
A business and governance perspective, coordinated with legal, privacy, cybersecurity and IT specialists where required.
An independent assessment, including red flags, scenarios and a Master Plan, to support growth, pre-acquisition or integration decisions. The commercial and organisational scope is coordinated with the financial, legal, tax and operational specialists involved.
When to engage
The engagement begins with a specific decision and a defined scope.
Roles, processes, channels, tools and KPIs no longer support the company’s priorities.
Markets, segments, partners, pricing and distribution require more selective choices.
Product mix, discounting, commercial rules and reviews no longer provide adequate control.
Decisions and accountability need to become clearer, shared and transferable.
Channels, pricing, portfolio and export operations must be considered alongside risk and execution capacity.
Use cases, vendors, risks, policies and accountability require a coherent framework.
Approach and method
No standard method is imposed. The path is calibrated to the context, urgency, accountability and internal capability.
Objectives, evidence, constraints, risks and decisions required.
Priorities, operating model, roles, tools, KPIs and roadmap.
Milestones, choices and accountability throughout execution.
Internal ownership, stabilisation and operational autonomy.
Mandate structure
Duration and intensity depend on the challenge, the level of accountability required and the capabilities already available internally.
A focused mandate for diagnosis, decision support, design and transformation oversight.
A part-time, fixed-term mandate supporting implementation and consolidation of the operating model.
Time-bound executive responsibility, with objectives, milestones, exit criteria and handover agreed at the outset.
Perspectives
Commercial models, international growth and responsible AI adoption, considered through their implications, trade-offs and execution risks.
Pricing, channels, accountability and KPIs determine the resilience of the model.
Markets, partners and distribution architecture require explicit priorities.
Use cases, vendors, risk and accountability must remain visible and manageable.
Contact
To establish the context, priorities, internal sponsor and appropriate form of engagement.
Last updated: 9 August 2026 · Version 2.3
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