Three markets. Three different problems. One way of working.
Twenty years of building, sometimes repairing, and always growing sales functions across complex markets and often in challenging trading conditions.
The Route
2009 – 2014
International SOS, Middle East
GM Doha → Head of Sales Middle East, Dubai
Territory grown USD30m → USD50m · 5-market faceted structure built
Challenge
Regional presence limited to Qatar and Dubai only, with no differentiated model across markets.
Action
Expanded into Abu Dhabi, Oman and Egypt, building a deliberately faceted business rather than a single uniform model:
Dubai
Concentration of travel risk management subscription & SaaS sales.
Qatar, Egypt, Oman
Medical services, focused on oil & gas, offshore energy and major infrastructure projects.
Abu Dhabi
Mixed model with a growing government agency client base.
Regional structure
Country Managers in each market, reporting into a regional Head Office in Dubai.
Result
Overall territory grew from USD30m (2009) to USD50m (2014), across a five-market operation with a defined management structure and reporting line.
Handover
The structure remains in place today — over a decade of durability.
2014 – 2018
International SOS, North Sea
Sales Director, Aberdeen
£30m annual revenue, −£8m loss → profitable in 4 years
Challenge
A large, complex offshore medical and occupational health operation running at an £8m annual loss; sales and account management team unsupported and exposed.
175
offshore assets staffed with medics at peak
~50,000
OH appointments/yr across the Aberdeen clinic and partner network
Action
Re-established relationships with key clients; marketed the business in-market through conference speaking slots and industry association events; re-energised the team; aligned internal departments so service quality flowed through seamlessly across a large-scale, high-volume operation.
Result
Business moved from an £8m annual loss on ~£30m annual revenue to profitability, over 4 years (2014–2018).
Handover
Sold to Iqarus — a clean exit for a business unit in strong operational and financial health.
2022 – 2026
MyC SAS
Head of Business Development / ExCo / Investor
40x ARR growth · 60 countries · €10m Series A
Challenge
Early-stage HealthTech SaaS with limited international traction.
Action
Built go-to-market strategy from scratch as sole sales lead alongside the two Co-Founders; redefined the ICP and shifted positioning from reactive compliance to proactive health analytics; personally drove and closed the enterprise pipeline.
Result
ARR grew 40x; expansion to 60 countries; traction underpinned two Seed rounds and a €10m Series A (Dec 2025); framework agreements closed personally with TotalEnergies, P&G, SLB, EU and Subsea7.
Deal Profile
Average deal size of €100–200k ARR, with several €1m+ ARR deals won.
Handover
Handed over to an incoming CRO and CMO — a leadership-ready commercial function in place before founding XELA Partners.
Figures shown are as provided by Alex McGregor and reflect performance during the periods stated. This is a design concept only — copy and layout to be finalised before publication.