Who it suits

• Sales leaders whose pipeline looks healthy and whose win rate doesn't.

• Executive teams in larger organisations selling complex, high-value deals to buyers who take months to decide.

• Founders who have a product people like but no repeatable way to sell it.

It works best when you can name the growth target and want help getting there, and less well when the problem is the product itself. If that turns out to be the case, we'll say so in the first conversation.

Where We Focus

• Enterprise: decades of consulting to B2B corporates, from products to services and from technology to industrial.

• Health Tech: we've personally built and scaled Health Tech start-ups and advised many others, so we know how long the buying process takes and who actually signs.

• Climate Tech: ten years of advising, board roles and mentoring in the sector.

• People Tech: twenty years of building, selling and leading People Tech businesses.

Examples of Impact

Defending Incumbency through Strategic Repositioning

A global service provider facing a high-stakes contract renewal was struggling because their performance, while technically sound, was being viewed through a narrow operational lens by the client’s executive board. By applying a "Strategic Context" framework, Hive Growth consulted with the account leadership to shift their strategy from defending past KPIs to building a proactive business case for future impact. We repositioned their value in terms of systemic cost reduction and market differentiation, successfully moving the conversation away from a commodity price battle and neutralizing a competitive threat that was attempting to out-manoeuvre them at the executive level.

Unlocking Complex Deals through Influence Mapping

A sales organisation was repeatedly stalling on enterprise-level opportunities because they were navigating official org charts rather than the "informal coalitions" that actually drove decisions. Hive Growth consulted helped the team to perform a deep-dive stakeholder mapping exercise, identifying the hidden "nodes" of influence, key individuals several layers down who validated the CEO’s decisions. By engineering a strategy to engage these informal leaders and leveraging storytelling to propagate value through the organisation’s "shadow culture," the team was able to bypass traditional blockers and significantly increase their win rate on high-value, complex deals.