United States / Remote consulting and delivery
I help US distributors turn their product range into a clearer trade buying proposition. The work connects catalog discovery, buyer qualification, quote information and sales ownership. Growth starts with a route the business can fulfill, not simply with more traffic to an undifferentiated stock list.
A distributor may serve repeat accounts, new retailers and one-off stock buyers through the same website. Those buyers do not all need the same information or follow-up. I map the relevant routes and identify what each audience needs before it can ask a useful commercial question. The product range, availability and quoting process become part of the acquisition brief. The review also separates public information from account-specific terms. Your team defines which categories, product facts and buying conditions can be shown openly and what sales confirms privately. This prevents the growth plan from promising instant ordering when the business actually depends on a reviewed quote, account approval or a specific delivery arrangement.
Organize discovery around the categories and attributes buyers compare. Clarify whether a page shows a representative assortment or a current stock opportunity. Give the customer enough product context to ask a focused question without publishing sensitive account terms that belong in a sales conversation.
Define the business types, quantities and destinations the team wants to serve. Use inquiry information to distinguish a realistic trade opportunity from an unsuitable request. A useful acquisition report should reflect that difference rather than reward every form completion equally.
Carry the product or category reference, quantity and relevant buyer details into the request. Assign an owner and a next action, including how availability is confirmed. The growth system should reduce repeated clarification, not create another inbox full of requests the team cannot interpret.
The work is delivered remotely with the commercial owner, catalog lead and sales team. We can scope the buyer proposition, website and inquiry structure or a focused growth roadmap. Existing inventory and CRM connections are assessed against actual source data and responsibilities rather than assumed to be part of a standard marketing package.
Agree the customer, selling market and business question. Review the available source material with the responsible owner, and identify inputs that would change the recommendation. The project begins with a shared brief rather than an assumed list of channel or technology tasks.
Set the outputs, approval points and implementation responsibilities. Separate what can proceed from work that depends on another decision. Keep the scope and change record visible so your team can review progress without reconstructing the project from messages.
Check the agreed deliverables against the original question, record the relevant findings and assign the next action. Where ongoing measurement is part of the scope, document the source, review window and owner before the project moves into the next cycle.
See how I approach the work before we define your project.
Explore the published project, the work delivered and the supporting evidence. See the business question, the decisions I made and the deliverables that moved the work forward.
Read the project caseYes. The website can support product discovery and a useful quote request without publishing customer-specific prices. We define what the buyer can see, which details are required for a quote and who confirms the commercial offer.
You work directly with me remotely, with written decisions, named review owners and agreed meeting windows. The proposal defines the outputs and implementation responsibilities around your team and the customer market being served.
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Marketing & Growth Consultant