Most B2B companies hit a revenue ceiling because Sales, Marketing, Production and Delivery pull in four different directions. As a Fractional Chief Commercial Officer, I install the Market Leadership System: the commercial architecture behind an NSE-listed company's growth from ₹115 Cr to ₹304 Cr, with 97% forecast accuracy.
NSE LISTED · ITC VALUABLE & TRUSTED PARTNER AWARD · DUBAI ECONOMY STRATEGIC PARTNER AWARD · FORTUNE 500 CUSTOMERS
Operating across India · UAE · GCC. Based in Pune.
Shantanu Phansalkar
Enterprise Commercial Leader
CURRENT MANDATE
Vice President, Growth & PartnershipsTBI Corn Limited (NSE: EMERGE) · ₹304 Cr (FY2026)CORE DOMAINS
Commercial Strategy · Global RevOps · Cross-Border Trade (18 Countries)
Trusted by the names your buyers respect
THE INVISIBLE REVENUE CEILING
You started this business with personal grit, technical expertise and relentless energy. You worked 16-hour days. You shook hands, closed the first deals and solved every customer problem yourself.
Through sheer hustle, you reached ₹30 Cr, ₹50 Cr, or even ₹100 Cr.
And then, things got difficult. You're working longer hours than ever, but revenue has plateaued.
You wake up on the first day of the month without knowing where the next ₹5 Cr of high-margin orders will come from.
"Sir, the competitor is offering a 7% discount. We have to match it or we lose the order." You watch your margins erode just to keep volume moving.
Sales promises an impossible delivery date to book an order. The plant head calls you, furious, because raw materials aren't available and maintenance is scheduled.
Instead of planning your next factory expansion, opening export markets or meeting strategic partners, your calendar is consumed by internal squabbles and delivery delays.
Festive graphics and generic company updates on LinkedIn, while most of the real decision-makers in your market have no idea why your solution is superior.
Inventory piles up in the warehouse while completed shipments wait for payment, creating working capital crunches you didn't need.
THE UNCOMFORTABLE REALITY
Or does everything stall until you return to manage it? If revenue stops when you step away, you don't have a commercial engine. You have a job that you own.
TODAY: EVERYTHING RUNS THROUGH YOU
WITH THE SYSTEM: IT CARRIES THE WORK
While you referee, a competitor becomes the name your buyers call first.
WHY THE USUAL FIXES DON'T WORK
Sales gets sharper. Margins and the plant stay broken, and the new head discounts to hit target.
It brings enquiries your plant can't deliver profitably, and reports likes instead of orders.
You get a 200-page deck and an invoice. Nobody stays to run it with your team.
It records the chaos faster. Software doesn't settle an argument between sales and the plant.
Months to find, months more to learn your business, and a large fixed bet before you know it works.
Each fix repairs one silo. Market leadership needs one system across all four, installed by someone who has run it with a P&L and a board on the line.
That's the Market Leadership System.
THE SOLUTION · MARKET LEADERSHIP SYSTEM™
Operators try to solve commercial stagnation by hiring more sales reps, spending more on ad-hoc marketing, or telling their teams to work harder. Market leaders do something entirely different: they separate revenue generation from founder heroics.
TWO OPERATIONAL PILLARS
Pillar 1
Sales, Marketing, Production and Delivery connected into a single planning cadence, so your plant only manufactures high-margin, fully vetted orders.
Pillar 2
Systematic executive visibility across LinkedIn and trade channels, so the buyers who aren't ready to purchase this week recognise your company as the category benchmark. When their contracts come up, they approach you directly, without demanding price concessions.
One without the other fails. Alignment without authority makes you an efficient commodity. Authority without alignment wins orders your plant can't deliver.
THE 5-STAGE ROADMAP
No complex software, no operational upheaval and no unnecessary headcount. We fix your biggest constraint first, then build in sequence.
01
What we fix
Low-margin orders draining working capital
We audit historical margins and set clear disqualifier rules, so sales reps focus on high-margin enterprise accounts.
02
What we fix
Remaining the best-kept secret in your industry
We establish a consistent executive voice on LinkedIn and trade channels, positioning your leadership as the category standard.
03
What we fix
Sales promising unfulfillable delivery dates
We enforce stage-gate agreements: sales can't submit a formal commercial proposal without operational capacity sign-off.
04
What we fix
Delivery bottlenecks hiding in support tickets
Monthly reviews between delivery, operations and sales find fulfilment issues and turn client successes into case studies.
05
What we fix
Quarterly revenue surprises and cash stress
We align CRM and ERP data into a regular monthly review and a rolling forecast your board can trust.
Built on 18,000+ enterprise opportunities tracked and ₹761+ Cr of pipeline generated.
THE OUTCOME
You review a rolling 12-month commercial plan. No more end-of-month panic.
Your sales team stops competing on price. With clear total-cost-of-ownership positioning, they defend premium pricing against lower-tier competitors.
Plant heads, sales managers and delivery teams work from one weekly plan. Overtime drops, on-time delivery improves and internal conflict subsides.
Enterprise procurement teams and C-suites treat your company as the industry authority, and invite you into high-value evaluations.
You step out of daily firefighting and back into the role of an enterprise leader: long-term strategy, strategic partnerships and capital allocation.
SO WHY HAVEN'T YOU INSTALLED THIS ON YOUR OWN?
Your Sales Head can't fix the plant's production schedule. Your Plant Head can't tell sales what to pitch. Your Marketing team doesn't read your P&L. And traditional consulting firms hand you a 200-page slide deck, invoice you, and leave your team to handle the messy implementation alone. To move from operator to market leader, you don't need theoretical advice. You need an experienced commercial executive to step in and install the operating model with your team.
THE SCOREBOARD
Awards, big-name clients and real growth. In some of the toughest markets in India and the Gulf.
₹304 Cr ($36M)
Commercial P&L Owned
TBI Corn, FY26. Grown 2.6x from ₹115 Cr in FY23.
₹761+ Cr
B2B Pipeline Generated
Built through ICP qualification, deal scoring, and stage-gating.
18
Countries, Export Footprint
Rebuilt an export book that had fallen from 27% to 6% of revenue, with buyers across the GCC, Southeast Asia and Africa.
97%
Board Forecast Accuracy
Delivered over 12 consecutive board reporting cycles at TBI Corn.
$700K → $5M
Founder & Exit, Dubai
Founded an entrepreneur platform of magazines and flagship summits, then added outdoor media by acquiring a distressed operator with 25 sites. $24M+ cumulative volume. Exited in 2021.
₹50 Cr+ Capital Mobilized
Capital Acquisition System
Structured investment memoranda and financial models behind a ₹300 Cr+ redevelopment portfolio.
Trusted by the names your buyers respect
BECOME THE NEXT SUCCESS STORY
NSE-listed manufacturer
ITC's Trusted Partner
ITC picked TBI Corn as the only corn-derivative supplier for its Valuable & Trusted Partner Award in 2025. Revenue grew from ₹115 Cr to ₹304 Cr in three years. Fortune 500 customers. Buyers in 18 countries.
Read the case study →Founder-led, Dubai
$700K → $5M, then sold
I built the stage for Dubai's entrepreneurs. Summits on CNN and Sky News Arabia. 26,000+ senior delegates. A Dubai Economy Strategic Partner Award. Grown from $700K to $5M, then sold in 2021.
See the track record →Convening power & dialogue
I've been on stage with the region's most powerful business leaders. On CNN and Sky News Arabia. In front of 26,000+ senior delegates. That's the network your next client lives in.
The rooms: Emirates NBD Global Business Series
Curated, recorded, and hosted by Shantanu Phansalkar in partnership with Emirates NBD.
Al Habtoor Group
Mohammed Khalaf Al Habtoor
Vice Chairman & CEO, Al Habtoor Group
Dialogue focus: Conglomerate resilience, multi-sector capital allocation, and regional governance.
Sobha Group
PNC Menon
Founder & Chairman, Sobha Group
Dialogue focus: Backward integration, quality standards, and large-scale real estate development.
DMCC
Ahmed Bin Sulayem
Executive Chairman & CEO, DMCC (Dubai Multi Commodities Centre)
Dialogue focus: Global commodity flows, free zone economics, and cross-border trade infrastructure.
Danube Group
Rizwan Sajan
Founder & Chairman, Danube Group
Dialogue focus: High-velocity building material distribution, supply chain logistics, and retail scaling.
Jumeirah Group
Gerald Lawless
Former President & Group CEO, Jumeirah Group
Dialogue focus: Global hospitality brand standards, scaling state-owned assets, and world-class service design.
RAKEZ
Ramy Jallad
Group CEO, RAKEZ (Ras Al Khaimah Economic Zone)
Dialogue focus: Industrial ecosystem development, regional manufacturing growth, and FDI attraction.
Ecosystem governance & public-private partnerships
Summits were the execution layer for ecosystem strategy built with Dubai Economy, Dubai SME, Emirates NBD, First Abu Dhabi Bank and Dubai Tourism.
Governance Focus: Ease of Doing Business policy, SME capital access, cross-border trade infrastructure.
Ecosystem impact validated
The operating model was recognised as a regional benchmark and referenced across global platforms.
CNN
Global Innovation Summit
Founded and ran 5 editions with Dubai SME.
Sky News Arabia
Regional Economic Policy & Enterprise Growth
Coverage of enterprise growth across the GCC.
Dubai One
Global App & Technology Summits
Connecting regional enterprises with international platforms.
City 7 TV
The SME World Summit
Building high-impact commercial ecosystems in the UAE.
Awards & honors
2017, MIDDLE EAST AWARDS ASSOCIATION, UAE
Conferred by the Middle East Awards Association in recognition of regional commercial leadership and scaling B2B platforms through governance and operational rigor.
DON'T TAKE MY WORD FOR IT
Here's what leaders at Emirates NBD, Al Futtaim Toyota and the Government of Dubai say.
“Shantanu built the Emirates NBD Global Business Series from scratch. Our banking team generated loads of leads. He delivered something extraordinary.”
Vikas Thapar
Head of Business Banking, Emirates NBD
Emirates NBD“Shantanu helped us reach thousands of entrepreneurs through targeted events. Qualified leads delivered directly to our sales team. Will definitely recommend.”
John Bassil
Head of Sales, Al Futtaim Toyota
Al Futtaim Toyota“We needed a high-powered steering committee. Shantanu got us McKinsey, Deloitte, Emaar, Microsoft and Coca-Cola in the room. Remarkable access.”
Kara Benallal
Dubai Economy, Government of Dubai
Dubai EconomyWHY THIS IS STRAIGHTFORWARD TO IMPLEMENT
Works inside your current CRM, ERP or spreadsheets. No complex software installations.
Simple one-page workflows for lead qualification, margin sign-offs and order handoffs.
Built around one structured monthly review that replaces weekly firefighting.
As your Fractional CCO, I run the reviews and enforce the stage gates alongside your team until the system runs smoothly.
HOW WE START
A full-time CCO takes months to hire and months more to learn your business. You don't need to bet that much to find out if this works.
Get the free Blueprint and score your company with your senior managers this week.
I review your margins, pipeline, plant handoffs and market visibility. Your leadership gets a ranked 90-day fix list. You keep it, whatever you decide.
The 90-Day Sprint or the Fractional CCO mandate.
HOW WE WORK TOGETHER
For B2B companies looking to close margin leaks, align sales with production and launch an executive authority engine quickly.
Scope: full 5-stage system rollout, customised operating templates, stage gates, and executive LinkedIn positioning launch.
For ₹50 Cr to ₹300 Cr+ enterprises that need experienced commercial leadership to drive domestic and export growth, without hiring a full-time executive.
Scope: chairing monthly planning cycles, pipeline governance, Tier-1 enterprise negotiations, distributor expansion and board forecast management.
I take on no more than two companies at a time.
Questions promoters ask
No. We start with one constraint and work inside your current tools and meetings. Your plant keeps running while we install.
I own a ₹304 Cr P&L in manufacturing, with 4 factories and exports to 18 countries. The system is built for plants, capacity and long buying cycles, not for software start-ups.
No. It runs on your CRM, ERP or spreadsheets, and on the team you have.
It's the system behind TBI Corn's growth from ₹115 Cr to ₹304 Cr, run under listed-company board scrutiny. And I install it with your team, not from a slide deck.
Yes. I take on no more than two mandates at a time. Every review, every marquee negotiation and every board forecast is handled by me, not handed to a junior.
A consultant hands you a report. An agency sells you leads. I install the system, run it with your team, and leave when it runs without me.
It depends on the mandate and the size of your business. We agree scope and fees after the commercial review.
Resources
The thinking that won ITC's trust and built a $5M company. Written down for you.
Free download
Why B2B companies stall between ₹50 Cr and ₹300 Cr, the two pillars and five phases that fix it, and a 15-point scorecard to find your first constraint.
YOUR NEXT STEP
Choose how you'd like to begin. Download the free Market Leadership Blueprint to audit your internal silos and commercial pipeline. Or request a confidential executive briefing to review your turnover targets, capacity and growth plans.