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TriggerfishVentures

What we do

Choose the problem. Not a consulting package.

Five modular ways to create commercial progress and leave a stronger growth capability behind. Enter where the need is real.

Live Growth Missions are the centre of gravity: capability is built on live work.

Discuss where to start

The Continuous Growth offer

Start where you are, prove value on live opportunities, then embed the system.

Five modular steps. Clients enter at different points, and not every client needs all five.

  1. 01 Diagnose

    Continuous Growth Diagnostic

    2–4 weeks

    Baseline maturity, growth latency and the priorities that would move both.

    02 Design

    Growth System Design

    4–6 weeks

    The operating model, roles, decision rights and cadence for continuous growth.

  2. 03 Prove · the centre of gravity

    Live Growth Missions

    Run the system on real opportunities, with your teams, and prove it commercially.

    Capability is built on live work, not in a classroom.

    8–12 weeks

  3. 04 Embed

    Growth System Build & Embed

    3–6 months

    Install the cadence, governance, measures and tools, and transfer ownership.

    05 Lead

    Embedded Growth Leadership

    3–9 months

    Interim or fractional senior accountability until internal ownership exists.

Modular, not a compulsory sequence. Clients enter at whichever step matches the problem in front of them.

Immediate commercial progress, and an enduring growth capability afterwards.

Live Growth Missions · 8–12 weeks

Make the next decision on something that matters.

Senior practitioners work inside a cross-functional squad on one or two real opportunities. The commercial decision and the capability transfer happen together.

  1. 01

    A market opening

    Turn a regulatory, customer or technology change into a prioritised opportunity and proposition.

  2. 02

    A proposition under pressure

    Resolve the buyer, value, assumptions and route to market before further investment.

  3. 03

    A stalled growth case

    Bring evidence, financial logic and decision-makers together around a clear invest, pivot or stop call.

A mountain peak rising clear above a sea of cloud at first light.

The advantage is not just finding the next opportunity. It is getting better at finding the one after that.

Operating model and governance

Clear roles. A repeatable rhythm. Human accountability.

The model connects live growth work to decision rights, leadership oversight and capability transfer.

External change moves through accountable roles and a People and AI working cycle. Governance, evidence and trust remain visible throughout.

01 · Diagnose

2–4 weeks

Continuous Growth Diagnostic

Growth feels slow or fragmented and there is no agreement on why.

Start here if: Growth feels slow, but the bottleneck is unclear.

Scope, output and accountability

Output: Maturity position across the eleven dimensions; Growth latency map and named bottlenecks; A 90-day plan and a longer roadmap.

Your involvement: Interviews with leaders and practitioners across growth, product, sales and finance; the number is indicative scope agreed at the outset; Access to existing plans, business cases and portfolio material; One working session to test findings before they are finalised.

Accountability: A Managing Partner runs the interviews, writes the findings and presents them.

Left behind: A shared, evidenced diagnosis your leadership team can act on, including a maturity position, a latency map and a 90-day plan.

Innovation hub capability design, defence prime

02 · Design

4–6 weeks

Growth System Design

The gaps are understood and the organisation needs a workable design, not a report.

Start here if: The problem is known, but ownership and process are fragmented.

Scope, output and accountability

Output: A growth operating model and role definitions; Decision rights, governance and cadence; A blueprint for the methods, data and tools that support it.

Your involvement: Two to four design sessions with the leaders who will own the model; Decisions on decision rights, forums and cadence from people able to make them; A named internal owner for the model from week one.

Accountability: A Managing Partner leads the design and takes it through your governance.

Left behind: An operating model, decision rights, cadence and measures documented in your own environment.

Open-data platform operating model, UK water

03 · Prove

8–12 weeks

Live Growth Missions

You want commercial progress now and capability that outlasts the engagement.

Start here if: There is a real opportunity that needs moving now.

Scope, output and accountability

Output: Commercial progress on named opportunities; A method your teams have used rather than been shown; Evidence of what works in your organisation and what does not.

Your involvement: A cross-functional squad with real time allocated, not a side-of-desk group; One or two live opportunities with genuine commercial weight; An executive sponsor who will take the resulting decision.

Accountability: Senior practitioners work inside the squad and are accountable for progress alongside your team.

Left behind: Commercial progress on named opportunities, and a method your teams have used rather than been shown.

Partner growth framework and qualified pipeline

Hardware to SaaS sales transition

04 · Embed

3–6 months

Growth System Build & Embed

The approach has been proven and needs to become how the organisation works.

Start here if: The new way of working needs to become normal operating practice.

Scope, output and accountability

Output: A running cadence with accountable owners; Measures being used in real reviews; An agreed handover of methods, templates and working materials.

Your involvement: Named owners for each part of the cadence, with authority to run it; Access to the reviews and forums where growth decisions are actually made; Time from the teams who will keep the measures current.

Accountability: A Managing Partner owns the embedding plan; delivery is shared with your named owners.

Left behind: A running cadence, measures used in real reviews, and documented methods and templates.

Partner support framework and commercial model

05 · Lead

3–9 months

Embedded Growth Leadership

There is a leadership gap and the growth agenda needs someone accountable now.

Start here if: Senior accountability is missing, or needs to be filled temporarily.

Interim or fractional accountability, not recruitment. Exit requires a named internal owner, a running cadence and a documented handover.

Scope, output and accountability

Output: Senior accountability from the first week; A named internal owner ready to take it on; A documented handover, not a dependency.

Your involvement: A defined remit, budget authority and a seat in the relevant leadership forum; Agreement on the internal successor, or on how one will be identified; Agreed exit conditions reviewed at least quarterly.

Accountability: Interim or fractional accountability held by a senior practitioner. This is not recruitment, and it ends on the agreed conditions.

Left behind: A named internal owner carrying the agenda, and a documented handover rather than a dependency.

Not sure where to enter

Start with the decision that cannot wait.

A senior partner will help distinguish an immediate opportunity, a system problem and a leadership gap.

Discuss your growth challengeTake the assessment