Consolidocs
Legal Transformation Platform

Part 01

The context

Consolidocs is creating a new category. The product did not exist before, which means the market does not yet know it needs it. It is one of the hardest commercial positions a business can be in, and it calls for a different kind of go-to-market.

There was no commercial infrastructure when I joined. The founder is a subject matter expert in legal transformation and contracting. My role is to build the sales and marketing set-up around a product that is being built, tested and taken to market at the same time.

Part 02

How I’m approaching it

• Running focused, time-bound go-to-market test sprints to validate messaging, channel, and buyer response before scaling
• Positioning the founder as a thought leader and market challenger, building credibility in a sector that doesn’t yet have a reference point for what Consolidocs does
• Working directly with the CTO to ensure what is being built and what is being pitched are always the same thing
• Using each prospect conversation as structured product feedback, iterating the commercial proposition in real time
• Securing design partners willing to pay for early platform access and give useful product feedback, validating commercial viability before full launch
• Pitching personally at international legal sector events, including audiences of senior legal leaders across Europe

Part 03

What this demonstrates

Creating a category is a different job from entering an existing market. At this stage, education and validation count for as much as pipeline. The commercial work here is about building the case for something that didn’t exist, in front of buyers who are intelligent enough to recognise the opportunity but cautious enough to need evidence.

It is typical of the hands-on, foundations-first work I do with pre-revenue startups: getting the groundwork right so the business can scale once demand comes.