Productive from day one.
I help companies get commercial results now — not after a six-month hire and ramp. I work alongside whoever owns revenue to extend their reach, fill the gaps, and close more. They know the business; I bring the deal-making and the systems to scale it.
The revenue problem is now. The hire takes a year.
A senior commercial hire takes months to find and months more to ramp — and you only learn whether it worked after a year and a loaded salary. Meanwhile the problem doesn't wait: deals that need closing this quarter, a sales motion that needs senior judgment, a channel nobody owns.
The alternative is someone who can start now. I don't own the number — your revenue leader does. I work alongside them to extend their capacity, fill the gaps they don't have time for, and help them close more. They know the business, the team, and the customers; I bring ten years of deal-making across regulated industries, the systems to scale a motion, and a lean, AI-leveraged way of working that keeps ramp time short.
Engagements are scoped, collaborative, and finite by design — I solve the problem, leave your team running the motion, and your revenue leader keeps the credit and the asset. No lock-in, no politics, no empire-building.
My engagements have spanned bootstrapped SMBs, VC-backed startups, and publicly traded companies — usually arriving at a moment that won't wait: a growth push after a raise, a pipeline slump that needs diagnosing, a leadership gap mid-search, or deal flow outpacing the team.
Three shapes of engagement.
Common forms, not a menu — every engagement is scoped custom to the client, the team, and the problem worth solving.
Sales leadership
Working alongside your revenue leader, I establish the commercial motion — strategy, systems, process, positioning — validate that it works, then train the team and automate it so I'm redundant. Your revenue leader owns the number; I help them build the machine that hits it.
Contract sales
Your team has more deals than it can handle — I step in alongside the revenue leader, carry the load, and close. Mostly working inbound opportunities your pipeline produces, occasionally bringing my own. They point me at the right deals; I handle them from first conversation through signature.
Partnerships & business development
Two modes depending on what's needed. Leadership: working with the CEO on strategy and the revenue leader on execution to develop the partnership motion — positioning the company's partner-facing value proposition, building the systems, identifying targets. Execution: originating, structuring, and closing partnership deals directly — carrying the work through to signature where both sides visibly win.
The toolkit underneath.
What ten years across nine industries taught me.
Deals fail on extraction, not effort.
When one side leads with what it wants to take, good partners quietly decline. Deals close when the mutual value is made clear first — and they last when the economics keep both sides winning. This is true of partnerships, distribution agreements, and consulting engagements alike.
The senior skills transfer. The playbooks don't.
Every industry believes it's unique. But the buying committee, the compliance gate, the deal structure — those repeat everywhere. Qualifying fast, structuring well, and closing carry across industries on day one; the specifics get learned in week one.
Compliance is a sales language.
In regulated industries, the operator who treats compliance as part of the deal — not an obstacle to it — earns trust faster than the one with the slicker pitch. Some of my best deals existed precisely because I could structure what others wouldn't touch.
What companies ask for is execution. What they usually need first is clarity.
Volume on top of weak positioning produces nothing — more outreach just generates faster rejection. The same volume on top of a sharp value proposition compounds. Getting the positioning right isn't a delay to execution; it's what makes execution work.
Adoption dies on friction.
A motion that depends on people changing their habits will fail quietly, no matter how good the strategy. Build into the tools and rhythms the team already uses — or watch it die on contact.
If the system needs me forever, I built it wrong.
The deliverable is a motion the team runs without me — documented, trained, owned. Dependency is a consulting business model; it isn't a client outcome.
Custom-built, consistent shape.
No two engagements are identical — scope, depth, and duration are built around your situation and the problem worth solving. The shape, though, is consistent:
Working session
A direct conversation, no charge — we locate the commercial gap, pressure-test whether it's worth solving, and decide together whether a scoped engagement fits. Useful on its own, whatever we decide.
Custom-scoped engagement
A defined problem, a defined deliverable, shaped to your team and timeline — many initial engagements run around 90 days. I work the senior layer — strategy, key conversations, deal structuring — alongside your revenue leader, who owns the number throughout.
Handoff
The motion is documented, your team is trained, and it runs without me. If the results earn a deeper engagement, we expand it then — never before.
Ten years. One practice.
Engagements span fintech, capital markets, healthcare, cannabis, energy, construction, wellness, hospitality, and B2B SaaS — with most of the work in regulated or compliance-gated environments, where deal structure is the differentiator. Client engagements are confidential by default; specifics shared in conversation where appropriate.
A few people I've worked with.
"We committed to results in 90 days. Two and a half months later we closed a $250,000 deal, with a steady pipeline built up ahead."
"We acquired a client that will do $1M+ in revenue annually for the foreseeable future because of Artur's dogged persistence."
"Of all the investor relations professionals I've worked with in my career, Artur is a natural. If you're an entrepreneur raising capital, reach out — you won't regret it."
Artur Pawelko
I've spent the last ten years running an independent business development practice out of Chicago — contract engagements across regulated and complex industries, after starting my career in operations at a Fortune 500 medical products company.
The throughline of the work: partnering with revenue leaders at unfamiliar companies and producing fast. Originating opportunities from cold or warm networks, treating regulatory and compliance complexity as part of the sale rather than a blocker, and structuring economics — revenue splits, royalties, licensing, compliance-gated partnerships — that conventional deal templates can't accommodate.
I run a deliberately lean practice, leveraging AI tooling across research, analysis, and production to deliver work at a speed and depth that typically requires a team.
If your revenue leader could use another set of hands this quarter, let's talk.
The first conversation is a working session, not a pitch — we'll look at where the commercial gap actually is and whether a scoped engagement solves it. You'll leave with a sharper read either way.