Bookings or revenue are behind plan
Sales are behind, margins are under pressure, or the pipeline is hard to trust.
Find what is limiting growth.Build what moves it forward.
Treating symptoms wastes time, money, and people. CGA identifies what is limiting commercial performance, recommends what should change, and implements the response with your team.
Water & Wastewater and related industrial businesses
When to engage
When the decision matters. And so does execution.
A growth opportunity needs a workable approach
A new segment, partner, account, or channel needs a practical path to repeatable business.
A major commercial change is on the table
Before investing in people, pricing, channels, incentives, or systems, test whether the proposed change addresses the cause.
Growth or ownership expectations have changed
New ownership, an approaching transaction, or a more ambitious plan raises the question: what must change, and what should stay?
How engagements take shape
Start with the commercial question.
The business question determines the scope—from a broad assessment to focused diagnosis and execution.
Beyond the decision
Build the response—and the capability to sustain it.
CGA builds and implements the response with your team. Documented practices, shared tools, and management routines equip your company to sustain and improve performance after the engagement.
How CGA works
Understand the cause.
Choose the response.
Implement and improve.
CGA tests competing explanations against the facts and your team’s experience.
Define the goal
Agree on the problem or opportunity, the decision leadership faces, and the commercial measures that matter.
Examine the evidence
Review relevant data and hear from the people closest to customers, sales, and delivery.
Identify the causes
Test competing explanations. Establish what the evidence supports and where uncertainty remains.
Choose the response
CGA recommends priorities and explains the alternatives and tradeoffs. Leadership makes the decision.
Implement, measure, and improve
Implement with your team, establish owners and measurable goals, and use a practical review cadence to track results and drive timely course correction.
A connected commercial view
One business. Different perspectives. Better decisions.
Your team knows the business. CGA challenges familiar explanations and tests evidence across functions to uncover constraints that are difficult to see from inside.
One business. Six critical views.
Select a perspective to explore its evidence and a question CGA tests. Tap a perspective to explore its evidence and a question CGA tests.
Selected perspective
Sales
Brings direct evidence about customer priorities, opportunity quality, buying processes, pipeline movement, and bookings.
Illustrative question
Where are qualified opportunities slowing or falling out of the pipeline—and what does the evidence suggest is causing it?
CGA's role
CGA challenges assumptions and recommends the response. Leadership retains decision authority and management accountability.
A common commercial language. Clear decisions and ownership. Coordinated execution. Measurable progress.
What CGA delivers
Clear recommendations—and hands-on implementation with your team.
A consistent discipline. A response built for your business.
What leadership receives
Clarity, direction, and practical follow-through.
- A clear diagnosis of the material constraint or opportunity.
- Recommendations with meaningful alternatives, risks, and tradeoffs.
- Clear priorities, defined owners, measurable goals, and an agreed review cadence.
- Hands-on implementation with the responsible team, followed by measurement and improvement.
The question comes first.
The business question sets the direction; CGA brings no predetermined answer.
CGA examines the business as a whole.
Evidence connects customers, commercial functions, operations, and financial performance.
CGA builds the response for the company.
The response can reshape opportunity qualification, account coverage, routes to market, or sales-to-operations handoffs. The design fits your business; execution is disciplined and measurable.
About Tom Smith
Experience across the sale and the operation behind it.
Across equipment, distribution, controls, and medical devices, Tom has developed markets and OEM and national-account relationships. He launched an OEM partner program generating $2M+ annually and an aftermarket revenue stream exceeding $500K annually.
His experience includes national sales leadership supporting an approximately $145M annual plan, commercial strategy, branch P&L, and customer-service responsibilities.
He has rebuilt customer relationships, coached teams, and connected sales, estimating, and operations through organizational change.
Working together. Building lasting capability.
Work directly with Tom—from diagnosis through implementation and capability transfer.
Start a conversation
What needs to change for your business to grow?
Discuss the challenge or opportunity with Tom. Define the decision, confirm fit, and establish the next step.