In most enterprises, the AI conversation sits inside the technology function. The sharper version of it sits inside the commercial function.
A commercial-AI strategy engagement for executive teams who want AI to translate into customer outcomes, margin, and pricing power — not into internal-productivity slideware.
In most enterprises, the AI agenda begins inside the technology function and reaches the commercial leadership translated. The technology team holds an inventory of fifteen or twenty AI candidates, sequenced by technical feasibility, and presents the top of the list each quarter. The commercial leadership listens politely, asks a few questions, and approves something. The cycle repeats.
The conversation that produces real movement on the P&L tends to begin somewhere else. It begins with the customer relationship, the product, the pricing model, the supplier ecosystem, the renewal motion — and asks which AI deployments would meaningfully shift those, twelve months from now. The list that emerges is sharper. It is shorter. It tends to be two or three things, and they are not always the ones the technology function had at the top. The criterion is different: not what is possible, but what is worth doing in commercial terms.
A commercial-AI strategy engagement runs over six to eight weeks and sits inside the commercial leadership team — Chief Executive, Chief Revenue Officer, Chief Commercial Officer, or a commercially oriented Chief Operating Officer. The engagement begins with a careful read of the commercial model: customer segments, product economics, pricing structure, renewal and expansion mechanics, supplier and channel dependencies, the live and forward growth bets.
The output is a prioritised list of revenue-side AI bets. For each, the commercial logic that justifies the work, the cross-functional conditions under which it lands, the named accountable executive on the commercial side, and a recommendation on commit-or-wait. The engagement is delivered as a plan the Chief Financial Officer can underwrite, not as a technology backlog.
Where the engagement is followed by delivery, we provide a delivery-oversight retainer that holds the chosen bets to commercial criteria — customer outcome, margin movement, willingness-to-pay, retention — rather than to technical-completion criteria. We work with the company's existing technology vendors and partners; we do not displace them.
The founder, Rohit Chikballapur, leads every engagement personally.
B2B enterprises (roughly $50M to $1B in revenue), where the commercial leadership is actively shaping growth and margin trajectory, and where AI has so far been a technology-function conversation. Sectors include specialty manufacturing, B2B technology, industrial B2B, business services, B2B financial services, and professional services firms with productisable knowledge. We work with companies across Europe and North America.
The conversation tends to begin when the commercial leadership is preparing a growth plan, a pricing review, a segment expansion, a renewal-motion redesign, or a board update on commercial trajectory.
Twenty-five minutes. At your cadence. Not a pitch.
We use the first conversation to find out whether the engagement fits the shape of your commercial agenda. If it does not, we will say so plainly.