INCRMNTL

James Igglesden, Tauranga

Built from the inside,
not the sidelines.

Twenty-eight years inside businesses that had to grow. Owning the pricing, the marketing, the team and, more than once, the payroll. INCRMNTL is that experience, offered to other businesses.

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300%revenue growth in twelve months at Triodent, after a pricing overhaul
10%loss forecast for merging two Dentsply Sirona brands. Share went up instead
2xflagship range revenue, to around $40m, after cutting 60% of SKUs
120+clients in my first business, from a single customer

The thread

Different industries, the same work. Dental devices, horticulture technology, marketing software, bridal aftercare. Each time the lever that moved the most was one nobody outside could see: a price, a product line that had to go, a process that had never been measured.

Finding that lever, then pulling it properly, is what I have always been paid for.

Now

2019 to now

Co-founder

MyDressbox, Australia and New Zealand

Mail-in bridal gown aftercare, spun out of our bridal shop in New Zealand and launched in Australia in 2019. Ten staff, two entities, and a P&L I answer for. Most of what INCRMNTL sells was worked out here first.

Now

Fractional Growth and Commercial Director

INCRMNTL

Pricing, offers, packaging, margin, and the systems that show whether any of it worked, for businesses that know they could perform better but not which change matters most.

2025 to now

Advisor, Head of Partnerships

ListMe, New Zealand

A fractional role building partnerships with real estate agents and agencies to take a New Zealand proptech platform national.

Commercial leadership

Bluelab

Head of Global Marketing

Owned global marketing against revenue rather than activity. Moved Amazon from Vendor Central to Seller Central for control and margin, stabilised and enforced RRP and MAP pricing in the US, and rebuilt underperforming marketplace channels with reporting that showed what was working.

Dentsply Sirona

After the acquisition

When Dentsply Sirona bought Triodent it owned two competing matrix brands, Triodent V3 and its own Palodent Plus, each worth single-digit millions. Both went to dentists through the same distributors, who were playing one off against the other on price. Merging them was my idea and not a popular one. The sales force and leadership expected to lose 10% of the business to confusion at reorder.

The share figure everyone was worried about turned out not to measure much, so we built our own: revenue per registered dentist, projected from our customer data. On that measure Palodent V3 gained share, and one brand in the channel gave us back price control and market discipline. A tight plan and clear messaging did the rest, helped by a product dentists were always going to find.

Then the move Apple made when Jobs came back. We cut around 60% of the range, good products with decent margins, so the flagship had the focus. It doubled to around $40m in under two years.

Scale-up

Triodent

A New Zealand dental company that went from ten staff to more than a hundred while I ran marketing. That meant building a sales and marketing team of over twenty and a brand to match where the business was heading. The biggest lever was not either of those. A pricing overhaul protected the business from a strong US dollar and contributed to 300% revenue growth in twelve months.

evoSuite

Took a booking tool built for tourism operators and repositioned it as a marketing automation platform for a much bigger market. Worked with MBIE to bring UCLA in on the groundwork for a US launch.

Before that

I started on the technical side, running a service department, and found that the problems worth fixing were in how it quoted and sold rather than how it repaired. Three months on sales and quoting lifted revenue and output with no extra payroll.

In 2001 I started my first company, an IT firm that grew from one customer to more than 120, then moved across into sales and marketing for good. In 2010 the New Zealand Government sent me to MIT Sloan's Entrepreneurship Development Program, and I have used what I learnt there in every role since.

Start with the diagnosis.

If this is the kind of experience your business could use, the first conversation is about what you have already got.

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