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Overview

Oliver joined CircuitHub in November 2017 as Head of Sales, later becoming Chief Revenue Officer. The business was an electronics manufacturing and software company focused on printed circuit board assembly, operating between London and Western Massachusetts, near Boston.

It had around eight employees, a few million dollars in revenue and early traction with startup customers. Oliver was the first dedicated commercial hire, with a mandate to build the sales engine from the ground up.

The challenge

CircuitHub sold a complex technical product to engineering teams. The buyer was usually an engineer designing or iterating an electronic product, who needed assembled PCBs made quickly, reliably and at growing scale.

There were early adopters, but no repeatable sales motion. The business had to identify the right buyers, build a structured outreach process, answer technical questions credibly, and move beyond small startups into larger organisations.

Above all, the sale had to scale. Customers needed trust before placing bigger orders, so the job was to reduce manual friction and shorten the path from evaluation to repeat usage.

What Oliver did

Built a repeatable sales process

Oliver built a structured motion: targeting the right companies, finding the right people inside them, running outbound email and LinkedIn cadences, and setting up demos. Ad hoc early traction became a process that could be measured and improved.

Sold to a technical audience, technically

Rather than run a generic sales process, Oliver put CircuitHub’s technical people in front of customers. Engineering buyers got credible answers from credible people, which built confidence and de-risked larger commitments.

Reduced friction through product and automation

Working with the product team, Oliver made more of the process self-serve. Greater automation and machine-learning-led decisioning cut manual inputs and let customers order with less friction.

Built a land and expand motion

The model became land and expand. CircuitHub could start with one engineer, team or department, prove value on a prototype order, then expand into other teams and larger projects inside the same company.

The Results

During Oliver’s tenure, CircuitHub grew from a few million dollars in revenue to approximately $20m ARR, and from around eight people to roughly 70 to 80 employees.

The sales cycle shrank by about 40%, driven by better process, a stronger product experience, closer technical collaboration and more self-serve capability. Customers typically started with prototype orders and, once trust was earned, expanded into full-scale manufacturing runs, lifting average order value.

Major logos acquired during Oliver’s tenure included:

NASA, Uber, Tesla, Apple, Meta, Google, Amazon, Netflix, Warner Bros, Toyota, Ford and General Motors.

A few million dollars in revenue to around $20m ARR, with the sales cycle cut by about 40%.

Why it mattered

Oliver built the first commercial engine for a genuinely complex business. CircuitHub did not need a volume sales team. It needed a motion that could earn trust with engineers, support technical evaluation, and turn a first prototype into a long-term manufacturing relationship.

The result was a scalable revenue function, a shorter sales cycle and a customer base that grew from startups into some of the world’s most recognisable technology, automotive, media, aerospace and government organisations.

The takeaway

From early-adopter demand to a scalable land-and-expand revenue engine: technical B2B selling where trust, product experience and engineering credibility drove the growth.