Ideal customer profile · Revised 16 September 2026
We went through every account you have and asked which kinds turned into the customers you want more of. That gives us Tier 2. Tier 1 is the larger companies your integrated programmes are built for, which your book doesn't show yet, so that comes from you. This sets out both, how we got there, and what's still open.
Commercial companies only, in two tiers, in six industries, in the UK and Europe. Everything else is out of scope, whatever its size.
These stay off the list even when they sit inside a target industry. Not one of your institutional accounts reached Strategic or Growth.
Your team has rated every account Strategic, Growth, Core or Transitional. Strategic and Growth are the ones you want more of. So for each kind of company we asked one question: of the customers you already have of this kind, how many turned out Strategic or Growth? Three patterns were strong enough to build on.
One caveat your team raised on 15 September: this book is mostly pre-merger Sanctus and PushFar customers, so it describes the coaching buyer well and the integrated-programme buyer less well. The three patterns below set Tier 2. Tier 1 starts where your new proposition needs it to, at 1,000 employees.
Every Strategic and Growth account is a commercial company. You have 46 institutional accounts, meaning universities, public bodies, charities and membership organisations. Not one of them is rated Strategic or Growth, and 26 are Transitional. That's the strongest pattern in the book, so it's the first gate.
In the target industries, customers under 200 employees turned out Strategic or Growth about a third of the time. From 200 up it's two-thirds or better, and everyone above 10,000 is Strategic or Growth. The 201 to 500 band does as well as anything above it. That's why Tier 2 starts at 200. Tier 1 starts at 1,000 because the integrated programmes need a company of that scale; the book can't show that yet, because nearly all of it came from the coaching era.
| Industry | Customers | Strategic or Growth | |
|---|---|---|---|
| Consumer, retail and hospitality | 7 | 71% | In |
| Industrials, construction and energy | 20 | 65% | In |
| Financial services and insurance | 19 | 63% | In |
| Media, sport and entertainment | 14 | 50% | In |
| Legal and professional services | 16 | 44% | In |
| Technology and software | 12 | 42% | In |
| Healthcare and life sciences | 7 | 29% | Out |
| Public sector and police | 11 | 9% | Out |
| Higher education | 21 | 5% | Out |
| Charities and housing | 13 | 0% | Out |
| Membership bodies | 3 | 0% | Out |
Legal and technology sit a little under half, but on a solid base with few Transitional accounts, so they stay in. Healthcare is out because its customers lean Transitional. Consumer and retail is strong but only seven accounts, so treat that percentage as a pointer rather than a measurement.
| Then | Now | Why |
|---|---|---|
| Exclude public sector, charity, government and education | Still excluded. NHS and health providers, membership bodies, mentoring networks and L&D providers added to the list. | Your institutional accounts never reached Strategic or Growth. Health providers lean Transitional. L&D providers compete with you. |
| 500 to 10,000 employees, avoid under 500 | Two tiers. Tier 1 at 1,000 and up for the integrated programmes. Tier 2 at 200 to 999 for coaching and smaller programmes. | 201 to 500 performs well in the book, but the book is mostly coaching-era customers. The integrated programmes need bigger companies, and 10,000 and up is the strongest band you have. |
| Industry not specified | Six named industries | That's where your Strategic and Growth customers are |
| UK primary, US fallback, exclude Germany, Denmark, Norway, France | UK and Europe. Not the US for now. | Agreed on the 15 September call. Fit is the same by country, so this is about reach. |
2,248 of the Tier 2 companies are at 201 to 500 employees, a band the previous list didn't cover at all. That list had 1,268 UK companies; like for like, this is four times that. L&D and People contacts are attached to every company. We haven't bought any contact details yet.
Agreed on the call: UK and Europe, not the US for now. The UK list is built. We'll run the same profile across Europe and report the Tier 1 and Tier 2 counts before anything is enriched.
Tier 1 from 1,000 employees for the integrated programmes. Tier 2 from 200 for coaching and smaller programmes. Your email with the exact ranges for each tier sets the final cut. Until then we're working to 1,000 and 200.
Names, titles and LinkedIn profiles are already attached. Verified emails and phone numbers will be added too. Enrichment is done per contact, so we need to know where to begin.
Our suggestion: Tier 1 first, P1 and P2, since that's the new proposition. Then Tier 2.
The tier ranges by email. The Strategic and Growth shortlist your team put together, so we can rank the list against what you actually want to chase. A steer on the eight accounts in your delivery model that aren't in the CRM export (Adidas, AXA, REWE, Rexel, Stada, Canada Pension, Hyperoptic); on paper they're the strongest accounts you have. And a quick look at a short tab of companies our checks flagged as possibly institutional, so nothing commercial gets dropped by mistake.