Case study
Unified the commercial strategy for a global services portfolio around sharper positioning, differentiated customer value, and more disciplined execution.
Executive summary
A global services portfolio spanning nine life sciences business units supported a large installed base, but positioning, customer value, and commercial execution varied across the organization.
The organization needed a more coherent commercialization model: sharper segmentation, clearer customer value, stronger sales enablement, and better alignment across product, marketing, commercial, service, and executive teams.
Led global marketing strategy and a global team supporting commercialization across the services portfolio.
$500M
Global services portfolio
Led global marketing for a services portfolio that grew from $300M to $500M across nine life sciences business units.
25% → 28%
Service capture rate
Improved capture across a global services portfolio.
~$18M
Incremental recurring revenue
Associated with the three-point improvement in service capture.
$10M
Qualified pipeline
Generated through enriched customer data, sharper segmentation, and more focused targeting.
7 → 15
Global marketing team scaled
Expanded leadership depth, strategic capability, planning discipline, and commercial influence.
Services represented a recurring-revenue opportunity across a large installed base, but fragmented segmentation and execution limited capture. A more coherent commercialization model made the portfolio easier to prioritize, position, activate, and govern.
Commercial impact
The work created a more coherent commercialization model across nine business units—improving service capture, contributing to incremental recurring revenue, generating qualified pipeline, and strengthening the organization’s ability to execute at scale.
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