How I Work
Every company's revenue operation has different failure points. Most engagements map to one of four situations.
Four Engagement Scenarios
GTM Systems & Infrastructure Build
The company has a commercial team in place but no functioning revenue infrastructure underneath it. CRM was either never properly implemented, built without governance, or handed off from an agency and abandoned. Marketing automation exists but is disconnected from sales. There are no shared lead definitions, no routing, no attribution, and no pipeline reporting the team can trust. The business needs someone to come in, assess the current state, and build a working revenue stack — systems connected, processes documented, and the team self-sufficient when the engagement ends.
Revenue Process & GTM Maturity
The company has systems in place but the revenue process hasn't been built on top of them. Pipeline data exists but forecasts are unreliable. Sales and Marketing are not aligned on definitions, handoffs, or shared metrics. Leadership cannot get a clean pipeline view without manual reconciliation across multiple tools. The business needs someone to build the operational layer — lifecycle stages, handoff SLAs, pipeline cadence, cross-functional reporting, and the governance that keeps it running — so the revenue motion becomes predictable and scalable.
Compensation & Territory Operations
The company's compensation program is not driving the behaviors the business needs. Territory structures are misaligned, quota models were built top-down without capacity modeling underneath them, and the ICM system is partially implemented or supplemented by manual spreadsheets. The business may also be absorbing acquired companies whose compensation programs need to be integrated without disrupting payment continuity. Requirements include plan design, territory and quota modeling, ICM configuration, governance, and accurate administration at scale — not spreadsheet management.
Global Revenue Operations
The company is entering or expanding across international markets and needs revenue operations infrastructure built to support it. No territory structures exist outside the home market. Channel and partner relationships are informal and undocumented. There is no MDF or co-marketing framework, no in-region team management structure, and no operational playbook for entering a new geography. The business needs someone who has actually built international revenue operations from the inside — hiring in-region teams, signing distribution agreements, standing up partner programs, and building the forecasting and reporting cadence that makes a distributed commercial organization run.
Start with a conversation
A short call to understand the operation and where it's breaking. That's the starting point for every engagement.
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