MineralCo sought to expand its reach beyond large miners by developing a scalable sales model for junior miners and contractors. However, commercial and regional sales teams were already at near-full capacity with existing operations, leaving limited bandwidth to systematically assess new growth opportunities.

Knowledge on customer potential and distributor effectiveness was fragmented across regions, with no unified framework to compare opportunities or align go-to-market approaches. Visibility outside the core large-miner segment remained limited, constraining the ability to prioritize high-potential targets.

Without structured intervention, MineralCo risked missing emerging opportunities in growth regions, duplicating distributor efforts, and losing share to lower-cost competitors with faster market entry.