Situation: After Tink Labs (hi.com), a SoftBank-backed company, acquired LUXOS, the ad sales and hospitality/B2B SaaS teams operated on different motions. They used conflicting ICPs, overlapping territories, and separate KPIs—so campaigns weren’t targeting the same premium traveler audience. The result: ad revenue was underperforming and B2B SaaS ARR was low, with little cross-sell or repeatability.

Task: I was asked to create a unified go-to-market (GTM) and align the combined commercial organization—clarify who we sell to, what we sell, how we sell it, and how we measure it—so both teams could pursue the same high-value audience in the right GEOs and unlock scale.

Action: I built a new GTM strategy and operating model: defined a shared ICP and tiered account list; segmented GEOs to protect our premium audience; aligned messaging and packaging across ad inventory and hospitality SaaS; created bundled offers and joint plays; rebuilt territories and lead-routing in the CRM with one pipeline and shared SLAs; introduced common KPIs and dashboards; and revamped compensation to reward co-selling. I ran enablement for both teams and launched joint account planning and ABM programs.

Results: Both teams now work from one playbook, targeting the same audience tiers in priority GEOs while maintaining the premium profile advertisers value. Ad sales grew from $5k to $40k, and B2B SaaS reached $50M ARR. Beyond the headline numbers, collaboration improved, pipeline visibility increased, and cross-sell became a consistent, repeatable motion.

• Sales Enablement
• Sales and marketing
• Commercial Strategy

• Organisational Agility & Effectiveness

• Hospitality and Leisure