Alex Kuguk

Independent Consultant, Revenue and Go-to-Market

• Build the commercial function for B2B companies in SaaS, professional services and fintech across the US, UK, Canada and Australia, where none exists yet: ICP, offer and pricing, outbound process, CRM and pipeline discipline, forecasting, and the compensation plan behind it — with AI carrying lead research, outbound personalisation at volume, CRM hygiene and reactivation of dormant pipeline
• Run the full cycle in my own practice, so I operate the processes I design for clients
• Built GET SCORED, measuring whether AI assistants surface, cite and recommend a brand: the SCR framework across ChatGPT, Perplexity, Gemini, Google AI Overviews and Copilot, plus the commercial model around it — category exclusivity, direct-call sales, a bounded guarantee
• Co-founded DigiWaqf, a Shariah-compliant endowment fintech in Dubai, and took it from idea to investor-ready: legal structure, financial model, prototype, the Hub71 Abu Dhabi application and the fundraising conversations

Business Development Manager

International B2B marketing agency serving clients across North America and Europe.

• Owned business development with international B2B clients, partners and decision-makers, converted qualified interest into commercial proposals, and supported North America expansion
• Rebuilt how dormant MQLs get worked back into the pipeline: need-status checks, lead status discipline and cyclic reactivation instead of writing leads off

Chief Revenue Officer

Managed workspace and business services: 3,000+ desks across 16,000 sq m of Class A business centres, sold with managed legal, HR, payroll and IT to teams of 1 to 600 people.

• Carried the group's net-new revenue quota against three simultaneous targets — net-new sales, total revenue and EBITDA — so margin could not be sacrificed for volume, with a banded accelerator above threshold
• Sold a bundled proposition rather than office space alone: managed offices packaged with legal, HR, payroll and IT. This lengthened the cycle and raised value per account
• Grew the commercial function to twelve covering both sales and customer success, so acquisition and retention stayed under one owner, and directed it end to end: pipeline, forecasting, pricing, hiring and renewals. Technology was the primary account base, where the buyer is a founder or COO rather than a facilities manager

Sales Director

Commercial real estate group, one of the larger office landlords in Kyiv, with 14 business centres and warehouses.

• Built the sales plan for the technology segment and opened it up as a named account base
• Rebuilt the CRM (HubSpot) for lead generation and pipeline management, and got forecasting accurate enough to plan against
• Recruited, trained and managed the sales team, held the key client relationships behind renewal and retention, and adjusted pricing against competitor movement

Senior Sales Executive and Investment Lead

Early-stage growth fund investing across sectors, including IT.

• Screened inbound and sourced deal flow, mostly IT startups, on investment potential, market size and scalability, and wrote the investment case put to the final decision
• Raised funds for assigned IT projects at early seed, which meant presenting an investment thesis to investors rather than a product to buyers
• Went into the backed companies and set up their go-to-market: positioning, the first sales process, and the KPIs the board tracked afterwards

Chief of Bunkering Operations, Procurement Division

International bulk cargo group: sea and river transport, commodity trading, own fleet.

• Built the fuel purchasing function from nothing and ran it as a department at two to three stems a week: requisition, tender, purchase order, delivery control and reporting
• Bought the full slate — IFO380, IFO180 and marine gas oil — worldwide: ARA and the Mediterranean, the Black Sea, the Arabian Gulf, Singapore and the Far East, West Africa and Latin America. Held the supplier network that made real price comparison possible port by port and grade by grade
• Protected voyage economics, which is the charterer's real job: freight is fixed at fixture, bunkers are stemmed later at spot, and the gap decides the result. Covered that exposure with fixed-price swaps on the Fuel Oil 380 curve, quoted at the delivery point rather than a general benchmark, carrying the exchange right that turned paper into physical margin. Counterparty: International Bunkering
• Answered for delivery timing and fuel quality fleet-wide, where a late or off-spec stem stops a vessel. Four years on the buying side is where I learned how a procurement function decides

Head of Sales, Crude and Oil Products

Privately held group in crude oil and oil products: trading, export and pipeline logistics. Ten years with one principal.

• Originated, negotiated and closed supply contracts for crude and oil products, then moved to Moscow with the group and took the sales department for crude carried through the Transneft pipeline system
• Rebuilt the trade decision procedure to run on net-back pricing, which put every deal on a comparable margin basis instead of a headline price
• Traded crude and products on the group's book, and created a new one: a compound blending crude from one region with gas condensate from another
• Built the storage and multi-modal logistics — road, rail, pipeline and sea — that moved condensate out of the tundra and kept the wells producing through a Far North winter