About

I build commercial engines and I researched why they leak.

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I build commercial engines — and I researched why they leak.

I'm Maarit, a fractional commercial advisor.. My work is commercialization and alignment: making complex offerings buyable, and getting marketing, sales and customer success to run as one engine rather than three that pull against each other. I help B2B companies turn the money they already spend on growth into revenue they can forecast — whether that revenue is recurring or project-based.

Every side of the seam.

Across roles at Telia, Qt, Nokia and Basware, I've worked inside commercial engines — as a commercial manager leading a team at Telia, in product management at Qt, in marketing at Nokia, and leading the Nordics field marketing team at Basware. At SSH Communications I owned business-unit P&L. Most were engines already running that I stepped into. When I say a forecast won't hold or a pipeline is inflated, it's from having sat in those seats.

What that looked like in practice:

Commercialisation — packaged complex products and services into offerings customers can actually buy; rebuilt value propositions, pricing and go-to-market models, on paper and in operation.

Customer evidence — commercial decisions from interviews, win-loss analyses and ICP work, not from opinion.

Making offerings sellable — from commercialization and offering roles, shaped how complex products went to market: packaging, proposal and pricing structures, and go-to-market models — the inputs a sales team needs to sell well, built from the other side of the handoff.

Change across functions — led work that cuts across the whole organisation — mergers, brand renewals, CRM programs — between board, leadership team and specialists.

Research-backed.

In operating roles I kept seeing the same problems repeat — different company, same leaks, same seams — and it started to bother me. I wanted to know whether that was coincidence or structure. So I went to find out: my doctoral research at the University of Vaasa (Management) studies the commercial capabilities behind B2B growth, with one aim — bring the findings back to industry in a form operators can use. CEMA and the playbooks are that research made operational. It's why the method is an instrument rather than a bag of tactics: the same scale every time, scored from evidence, so an engine's improvement is something you can show.

How I work.

Hands-on and light on your team. We install a standardised system and transfer it, so it keeps working after I leave. In practice: I ask a lot of questions early, I'd rather show you a draft on Tuesday than a perfect deck in three weeks, and you'll always know what I'm doing and why.

In the room, it's calm and direct. Meetings are short and have an agenda; questions are blunt but never a test; drafts arrive early so there's always something concrete to react to. I don't manufacture urgency — the numbers set the pace. And I don't need an engagement to be the biggest version of itself: the right scope is the one that pays back.

Every team is different. Some want to co-build closely, others want the work done with minimal disruption to their week. We calibrate that in the first two weeks; the only non-negotiable is that the people who'll run each playbook have shaped it. And if the biggest lever turns out to sit outside commercial, I'll tell you — so you're not spending on the wrong fix.

Founding cohort.

I'm taking on a first cohort of companies as founding partnerships. That means more of my direct time and priority scheduling, in exchange for candid feedback, a detailed case study, and — where it goes well — a reference. The price is the price; what founding partners get is outsized attention. The cohort is small by design — a handful of companies, so each gets the attention a founding partnership promises.

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No preparation needed — bring the situation as it is, half-formed is fine. If I'm not the right fix, I'll say so in the first call.