Liam Corcoran

I work directly with founders and CEOs of established B2B technology businesses where commercial growth has started to move faster than organisational capability. The work typically begins when the business has proved it can grow, but the organisation underneath it is becoming harder to run. Decision-making slows, accountability becomes less clear, GTM becomes harder to predict and the founder is pulled further into day-to-day execution. I work alongside the CEO across strategy, GTM, organisational design, leadership and operating cadence, helping build the capability required for the next stage of scale. My work spans AI, SaaS, data infrastructure, blockchain and other B2B technology businesses across the UK, Europe and the Middle East.

Non-Executive Director and member of the Finance & Audit Committee at IMPRESS, the UK press regulator recognised by the Press Recognition Panel. • Provide independent commercial challenge and financial oversight across the group, with an annual income budget of approximately £1.3M. • Review quarterly management accounts, cashflow forecasts, annual budgets and performance against plan across IMPRESS CIC and Impress Media Services. • Have participated in two annual audit cycles, including review of statutory accounts, auditor findings and supporting management accounts. • Review the group risk register at each committee meeting, challenging financial, funding and commercial risks and ensuring material issues are followed through. • Act as a commercial voice on income diversification, with particular focus on grant dependency, commercial income and long-term financial sustainability.

Hired to build ByteDances enterprise technology business across EMEA, with responsibility for deciding which products and markets to enter and building the organisation and GTM model around them. • Built the EMEA enterprise business from launch to eight-figure revenue in 2.5 years, establishing a portfolio of 25+ enterprise customers. • Held full regional P&L responsibility, controlling headcount, hiring, marketing investment and partner/channel allocation across EMEA. • Built and led a 45-person cross-functional EMEA organisation spanning sales, sales engineering, partnerships, customer success, marketing and sales operations, supported by HR, finance, legal, strategy, product and PR. • Selected and commercialised 12 enterprise technologies across AI, data infrastructure, cloud, communications, video and immersive technology, including recommendation technology, CDN/IaaS, CPaaS, data warehouse, analytics, video cloud and conversational/generative AI. • Built EMEA strategy and GTM plans with the strategy team, determining product, market and investment priorities across the region. • Owned annual regional strategy and QBRs, presenting investment plans, priorities and budgets to global leadership for approval and capital allocation. • Delivered 118% net revenue retention and secured seven-figure enterprise engagements while establishing the customer base for a new division.

Advised and mentored early-stage SaaS founders on go-to-market strategy, pricing, commercial execution and scaling. Worked with more than 20 early-stage businesses across commercial strategy and market development. This was an early part of what later developed into my advisory work with founders and leadership teams.

Built and ran a global division spanning first-party data, marketing services and technology, with full P&L responsibility across EMEA, North America and Asia-Pacific. • Scaled an under-exploited business into an eight-figure global division over six consecutive years of growth, delivering approximately 80% CAGR. • Generated approximately 80% of the division's expansion organically, with acquisitions contributing approximately 20%. • Built an 80-person cross-functional organisation across sales, account management, partnerships, product, ad operations and research, leading through five direct reports across London, Amsterdam, New York, San Francisco and Sydney. • Increased annual project volume more than 6x while increasing average project value approximately 3x. • Delivered 65% gross margin and 16% divisional EBITDA in the final year alongside 60% annual growth. • Held full divisional P&L responsibility across strategy, growth, pricing, investment, forecasting and organisational development. • Built a diversified customer portfolio across enterprise, media, adtech, martech, publishers and research, with no single customer representing more than 3% of revenue. • Identified DMA-Institute as an acquisition opportunity and participated in due diligence, commercial case development and negotiations before leading its commercial integration and retaining the acquired leadership team. • Initially joined to deliver the iPinion acquisition before identifying and building an under-exploited business within Dynata into a global division.

Led commercial growth across EMEA, with responsibility for new business development, strategic accounts and the expansion of emerging data and technology propositions. Increased new-business revenue by 375% year-on-year in 2014 and was subsequently promoted through the organisation.

Led the EMEA launch of Zokems cross-device measurement SaaS technology, establishing the company's commercial presence across the region. • Built the EMEA market-entry and GTM strategy for a new cross-device measurement technology. • Developed customer and partner relationships across the data, measurement, media and technology ecosystem. • Established the company's regional commercial presence ahead of its acquisition by Arbitron. • Zokem subsequently became part of Nielsen following Nielsen's acquisition of Arbitron.

Built a new data division from the ground up, including the creation of a proprietary 50,000-person first-party dataset. Grew revenue by 42% over two years and increased division profitability by 25%. Built and led a commercial team of 10.

Founded, built and exited Q Research, taking the business from start-up to a profitable multi-million-pound company. • Grew revenue from £90K in the first year to £5M by year six, delivering six consecutive years of substantial growth. • Built a 10-person organisation serving approximately 120 customers across direct clients, panel partners and project-based relationships. • Built the business to 20% net profit while continuing to invest in growth. • Owned company strategy, operations, commercial execution, customer development, financial performance and team building from inception. • Led the business through its sale to Fly Research Ltd in 2011, completing the full founder journey from launch through scale and exit.

Completed my university sandwich year with the Department for Education and Skills (DfES), working on its relationship with the National College for School Leadership (NCSL). My role involved supporting the relationship between the Department and NCSL and helping promote and coordinate NCSL's work across DfES. It was my first experience of working inside a large public institution and an early introduction to government, governance and stakeholder management.