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Most B2B companies spend a lot of time discussing how to win new customers. But some of the biggest growth opportunities are often already sitting in the customer base. In the latest episode, Simon Boege and I discuss why existing customers are frequently under-managed and where companies typically leave value on the table. The conversation covers: → Why customer profitability is often more concentrated than companies realise → The role of pricing, segmentation, and commercial resource allocation → Six practical levers for unlocking more growth and profitability from existing customers 🎙️ Listen on YouTube, Spotify, or Apple Podcasts via the links in the comments.

For Hardware-native companies, Software often starts as a promising growth opportunity. But without the right go-to-market system, it rarely delivers. Recurring revenue. Margin expansion. Stronger customer lock-in. massive untapped value pools. These are the headlines that get leadership teams excited. But once the product is ready and it’s time to sell, reality sets in. The truth is that most hardware-native companies underestimate what it takes to bring software to market. ❌ Software sells to different people. It targets IT, digital, operations, and line-of-business buyers — not the same audience as hardware. ❌It comes from different budgets. Usually opex, often tied to digital transformation or innovation spending. And it competes with other SaaS tools already on the list. ❌ It requires a different approach. You need value-based selling, not spec sheets. A sales process with pilots, proof of concept, onboarding, and continuous engagement. Here are some of the GTM gaps we see again and again: 👉 Sales teams are expected to sell software with no training, no support, and no change in compensation 👉 There's no customer success function to drive adoption or renewals 👉 Pricing & packaging of software is not thought through or tested 👉 The internal systems can’t manage subscriptions or track usage 👉 The revenue is small in the beginning, so it gets ignored or deprioritized 👉 When success, KPIs, and incentives are defined by the ability to land one-off deals, not future recurring revenue, energy and attention quickly evaporate The result is often predictable. The software is technically sound, but commercially stalled. Reality is for the leaders of the software business, it is very close to building a business from scratch - maybe with a bit of distribution and data edge. That’s why setting a bold revenue ambition is critical. As Rasmus Blom stated, "If you’re not aiming for 10 percent or more of company revenue, you won’t get the investment, talent, energy, or organizational focus required to make it succeed". Harsh but true. Software growth is possible for hardware companies. There are many such cases. But the graveyard is many times bigger. And only when companies acknowledge the GTM challenges, embrace a realistic timeline, and build from (almost) scratch - instead of trying to shoehorn the software into a hardware-first GTM system

Designing growth when technical superiority and macro tailwinds run out In our recent podcast, Brian Andersen and I discuss that in many tech and industrial B2B companies, growth has often been a byproduct of strong products or market tailwinds - not something designed as a commercial system. When the technical superiority or macro tailwinds run out for those companies, many leadership teams scramble: more activity, more sales training, more lead gen campaigns, more "cofee meetings" with clients & contatcs. This almost NEVER yields the expected results. Instead, it comes down to building a connected growth system - from where you compete, to how you win, to how you actually capture and scale value. 👉 That means making strategic focus real, not just announced. Too many companies communicate priorities without changing where budgets and leadership attention go. Every team claims alignment, but they run their departments with functional strategies that run counter to neighbouring teams. Most activity is spray and pray; nothing concentrates. The companies that get this right are as clear about where they will not compete as where they will. 👉 It means deliberately designing the commercial architecture rather than letting it mutate and mushroom. Pricing disconnected from customer value. A sales motion that no longer matches how customers buy. A sales process designed for a widget business but not a multi-million project business. Incentive models that run counter to the strategy of the business. 👉 And it means treating execution as an organizational capability rather than a function of who happens to be in the room and where the attention is at any given moment. When growth lives in a handful of top performers or bursts of management attention, it reverts the moment circumstances change. The full conversation is live now. Link in bio.

A few days away for our Lodge off-site 🌲 We brought the team together to reflect on where we are today and have some good conversations about where we want to take Kvadrant Consulting next. Among the things we discussed: → Leadership and how we continue to develop as a team → The commercial challenges we see companies facing today → How we can make better use of AI in commercial work → Where we want to focus and improve to create the best possible experience for our clients And just as importantly, we had a great few days together as a team. A few moments from last week 👇

Most B2B companies spend a lot of time discussing how to win new customers. But some of the biggest growth opportunities are often already sitting in the customer base. In the latest episode, Simon Boege and Mikkel Bach-Andersen discuss why existing customers are frequently under-managed and where companies typically leave value on the table. The conversation covers: → Why customer profitability is often more concentrated than companies realise → The role of pricing, segmentation, and commercial resource allocation → Six practical levers for unlocking more growth and profitability from existing customers 🎙️ Listen on YouTube, Spotify, or Apple Podcasts via the links in the comments.

As deal sizes get smaller, the operational challenge often gets bigger. Lower mid-market companies often offer significant growth potential, but unlocking that potential requires active ownership, stronger governance, and operational improvement. In this video, Søren Hummelgaard shares why operational execution has become a defining capability for private equity investors. 📘 Download the full publication via the link in the comments.