The expensive problem hiding inside your operation.
For founders and COOs whose operations have outgrown their process, and for CROs and customer success leaders with a renewal at risk. Found and fixed, not just diagnosed.
8.35× renewal target hit · $180K uplift on an account already leaving · $835K+ renewal ARR credited · enterprise workforce operations at global scale
It’s rarely the people.
It’s the system they’re working inside.
8.35×
target
$835k+ renewal upsell ARR secured against a $100k annual target.
$180K
uplift
Secured on a one-year renewal despite the customer already planning to leave.
$472K
closed
Renewal upsell ARR secured in the final days of the year under significant commercial pressure.
Global
operations
Senior leadership across enterprise customer operations, complex delivery, commercial strategy and cross-functional execution.
Two ways I can help
Operations Transformation
For founders and COOs whose growth has outpaced the process running underneath it. I find what’s breaking, redesign it, and put control back in your hands.
See the Review and Implementation Sprint →Renewal & Retention Rescue
For CROs and customer success leaders with an account questioning its renewal. I find the real leverage before anyone touches the number.
See the Renewal Turnaround →How I look at a business
I don’t diagnose a process without understanding what it does to customers, people, cost, technology and control. Across all six, I test one question.
What happens if volume increases by 50%?
Evidence, not claims
A few of the problems I’ve solved
Operations Transformation
Case 01
A team everyone had written off
I inherited a long-standing, lowest-performing sales team, the kind everyone had quietly stopped expecting much from. Nobody had ever worked out why the numbers were so far behind, so I sat with each person, mapped what they actually needed, and built a coaching structure around it. Then I managed the ramp-up straight through peak trading.
Lowest-performing to KPI-achieving, during the hardest trading period of the year.
No system was going to fix this one. Someone just had to manage it properly, and nobody had been.
Case 02
When nobody owned the whole picture
Major customer-impacting incidents had combined operational, technical and commercial fallout. I brought the right functions together, took control of the communication, and rebuilt a plan the customer could see progress against.
Escalated relationships moved back toward stability, without losing the account.
An apology was never going to save that account. What kept it was showing them we'd actually got control back.
Case 03
Too much at risk, no single view of why
Multiple implementations, customer commitments and cross-functional dependencies were competing for attention, with no shared view of what mattered most. I introduced portfolio visibility, prioritisation and escalation so leadership could see what was at risk, why, and what needed action first.
Executive decisions got faster and better-informed, because the information existed before the crisis did.
Nobody on that team was slacking, they just couldn't see the whole picture. Neither could anyone above them, which was the actual problem.
Renewal & Retention Rescue
Case 04
The renewal that wasn't really about price
A customer was questioning ROI, and the easy answer was a discount. Instead I examined usage, operational friction and the value they were actually receiving before touching the number. That evidence became the negotiation.
The renewal held on stronger terms, built on proof instead of a price cut.
They said it was about price. It almost never actually is.
“Lanique translates abstract goals into actionable plans and then delivers. She is absolutely in the detail of whatever she is working on. She is a powerhouse who raises the bar for everyone around her.”
Paddy Benson, Founder & Strategic Tech Advisor
“Relentless positivity, coupled with a real get-things-done mentality. Lanique was my go-to whenever I needed someone to handle things properly. I’d struggle to find a better team player or motivator.”
George Campbell-Collins, Former Line Manager
What I fix
Operations under strain
Growth outpaced the process built to support it. Costs climb quietly until someone finally asks why.
Customer delivery breaking down
Friction becomes escalation, and escalation becomes churn risk on accounts you can't afford to lose.
Revenue leaking at the edges
Missed billing, under-negotiated renewals, expansion left on the table. It stays invisible until someone goes looking.
Leadership flying blind
Without real visibility, problems get discovered in a crisis instead of a review.
I ran the operation before I ever advised on one.
Frontline operations, people leadership, recruitment and workforce operations, workforce technology, enterprise customer operations and global operational leadership. I understand operations from the frontline through to executive decision-making, which is why I see connections that specialists working in one function can miss.
Read the full story →Bring me the problem.
No pitch deck. No obligation. Just a straight look at what’s actually going on.
Book a Free Intro CallPrefer to send the details directly?
Describe what’s going wrong and I’ll be honest about whether I can help.