Questions businesses often ask before a Commercial Health Check.

Where does the process usually start?

It usually starts by understanding the symptoms. A business may be seeing pressure in sales, margin, stock, sourcing, ecommerce, customer value or execution, but the visible issue is not always the real problem.. The first step is to understand what is happening before deciding what support is needed.

What is the Commercial Health Check?

The Commercial Health Check is a practical screening process. It looks across the key commercial areas of the business to identify what is working, what is weak, where value may be leaking and what should happen next.

Do we need a full Commercial Health Check?

Not always. Some clients need a broad review because the issue is unclear or appears in several areas of the business. Others already know the area of concern, such as product, sourcing, route to market, customer value, margin or execution, and need a more focused review. The right starting point depends on how clear the symptoms are and how much context already exists.

What type of work do you do?

TS Commercial Advisory provides practical commercial advice, challenge and support across product, range, margin, sourcing, supplier selection, ecommerce, route to market, customer value, merchandise, execution and board-level decision making. The work can be delivered through a Commercial Health Check, focused project support, retained advisory work or Non-Executive Director support.

Who do you work with?

TS Commercial Advisory works with business owners, founders, boards, leadership teams, investors, brands, sports organisations, rights holders, retailers, ecommerce businesses and organisations looking to improve commercial performance. The common link is usually a need for clearer commercial direction, better decision making or more confidence in the route to growth.

What makes your approach different?

My background is built on reality, not theory. I have bought, sourced, sold, operated, led, governed, launched channels, supported acquisitions and worked through private equity ownership transitions. I focus on what can actually be delivered, not just what sounds good on paper.

Can you help with product and merchandise strategy?

Yes. I help organisations and teams review and develop product ranges, merchandise propositions, pricing, margin, customer value, product-market fit and commercial offer development. This can apply to sports merchandise, uniforms, branded product, retail ranges, event merchandise or wider product-led opportunities.

Can you help with international sourcing?

Yes. I support businesses with sourcing routes, supplier selection, factory engagement, cost structure, quality expectations, risk, compliance and supply chain credibility. My experience includes operating across the UK, US and China, with hands-on exposure to product development, direct sourcing and supplier relationships.

Can you help with e-commerce or portal-led trading?

Yes. I help organisations think through digital commerce, online stores, customer portals, business-to-business and business-to-consumer trading models, event retail, distribution and route-to-market planning. The focus is always on creating a model that is commercially sound and operationally deliverable.

Can you help us get more value from our customer database?

Yes. I can support customer insight, cohort analysis, repeat purchase review, lapsed customer opportunity, retention, lifetime value and campaign planning. Many businesses already have value in their customer base but are not using the data clearly enough to shape commercial decisions.

Do you work with sports organisations and rights holders?

Yes. I have experience across sport, federations, rights holders, clubs, events and merchandise-led commercial models. That includes work connected with sports teams and federation environments, as well as online stores, kit, fanwear, event retail and participation-led commercial opportunities.

Do you help with board-level commercial challenge?

Yes. I support boards and leadership teams with independent commercial challenge, growth planning, acquisition thinking, operating model review, sourcing risk, product strategy and new revenue development. This can be through a formal Non-Executive Director role or a more flexible advisory arrangement.

Will you give us the answers in the first call?

The first conversation is to understand the issue and decide whether there is a sensible fit. Meaningful diagnosis usually requires context, information and review. The aim is not to guess quickly, but to identify the right route to practical commercial improvement.

How do you usually start?

Usually with a conversation to understand the issue, opportunity or ambition. From there, I can help shape the right approach, whether that is a short review, a defined project, board advisory support or ongoing commercial input.