Some initiatives cannot wait six months for a permanent hire. They need someone who has done this before, can step in without a long ramp, and can move outcomes from week one. Warm, direct, and built around your mandate.
Every engagement is scoped to a real mandate. These are starting frameworks. Scope, duration, and structure get tailored to what the initiative actually needs.
Senior advisory on a specific initiative. You keep execution. I bring commercial architecture, partnership frameworks, and judgment most teams only get at a much higher cost.
I step into a VP or CMO-equivalent seat for 30 to 90 days: lead the team, drive the initiative, and deliver as if I am on payroll, without the six-month search or permanent headcount.
A full-time equivalent seat for a major transformation, launch, or leadership gap. Built for board-driven mandates, big transitions, or multi-market launches that need dedicated executive focus.
Every engagement runs on a clear Statement of Work. Retainers and project pricing are available when the mandate calls for them. Start with a conversation.
Every engagement is built around a specific mandate. The outcome is the same: commercial infrastructure that creates revenue, market access, or capability that was not there before.
Structure, negotiate, and close enterprise partnership and licensing deals, from first framework to signed agreement. Brand partnerships, co-marketing, licensing architecture, and distribution deals.
Lead the commercial launch of a new product, brand, or division: positioning, messaging, channel strategy, partnership activation, and the internal alignment needed to keep momentum at scale.
Build net-new channels: retail, wholesale, platform, or digital. Partner identification, commercial terms, integration, and a clean handoff to your team. Done means the channel is generating revenue.
Rebuild how a commercial or marketing team executes: strategy, structure, vendors, and measurement. Not a shelf report. Embedded leadership that changes how the organization works and what it ships.
No RFP theater. A direct conversation with someone who can decide, then a scoped SOW and a start date.
We talk about the initiative, the timeline, and what success looks like. I ask the questions a senior internal leader would ask. You get a clear sense of fit before any paperwork.
A one-page SOW from the conversation: scope, deliverables, timeline, rate, and payment terms. Written so it can move through your approval process cleanly.
I do not need a three-week onboarding. Give me access to the people and information that matter, and I am contributing by the end of week one. Your initiative does not have time for a long ramp.
Every engagement closes with documentation, a transition plan, and a handoff your team can run. The goal is capability that stays after I leave, not dependency.
Most senior consultants can tell you what to do. Very few have done it at this scale. There is a real difference between advising on a partnership and having structured one between two of the world's most recognized brands.
Lynn Fernando · Brand & Commercialization Architect
These are not polished consulting case studies. They are the initiatives that shaped commercial strategy at two of the most recognized brands in the world.
Led commercial strategy for Walt Disney World's 50th anniversary, a multi-year, cross-property initiative across four parks and multiple resorts. New partnerships, new distribution channels, and deliberate expansion into audiences the brand had not engaged at this scale. Not a campaign. A full commercial shift in how the park went to market.
Helped scale Amazon Fashion at a pivotal commercial moment. Led The Drop, a curated influencer content-commerce model ahead of how the industry works now, and structured the Amazon Fashion synergy with Project Runway, a partnership model that had not been run at that intersection before. Both required building commercial infrastructure and go-to-market systems that did not already exist inside the org.
REV Global is my M&A and private equity firm for lower middle market operators. Enterprise commercial work is where I sit with founders, portcos, and corporate operators on the revenue side, before or after a transaction. If you are underwriting a commercial thesis or building toward one, the two practices reinforce each other.
Invest and capital mandate → REV Insights newsletter →If you need senior commercial leadership without a long hire cycle, start with a conversation. No deck required. We will either scope a fit or say so clearly.
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