Revenue is an ecosystem,
not a sales problem.
Most PE-backed platforms hire against the symptom. They add a sales leader and wonder why the number will not move. I come in as your Revenue Transformation Leader and own the whole revenue engine, growth and retention together, until it runs without me.
Pipeline poured into a leaking bucket is theater. A perfectly retained book with no new logos is a slow decline.
Most engagements pick one side and call it a strategy. The number needs both, and they are the same job.
Pipeline that does not depend on the founder's phone
ICP and segmentation. Demand generation. Outbound motion. Partner and channel programs that actually produce. Enablement that shortens ramp. And a forecast the board can trust, where every change traces back to a real interaction rather than a feeling.
The half most growth plans ignore
Renewal registers with real dates. Reason-coded churn and downsell instead of one undifferentiated number. Named ownership on every renewal. Account management designed as a function rather than assumed as a habit. An early warning system that flags risk before the customer does.
Seven functions, one operator, one number.
This is the scope that reported into my CRO seat, and it is the scope I take on as an interim. One operator across all of it is cheaper and faster than four function heads who each optimize their own slice.
Sales
Segmentation, stage definitions with real exit criteria, forecast discipline, manager inspection rhythm, and role clarity between hunting and farming.
Marketing
ICP, positioning, demand generation, and pipeline coverage math tied to the number rather than to activity.
Customer Success
Coverage model, escalation authority, and the sales to service hand-off. Account management designed as a function, not assumed as a habit.
Revenue Operations
One CRM, one set of definitions, one dashboard, and reporting a board can audit. Fix the glossary before the forecast.
Sales Enablement
Onboarding, ramp expectations, playbooks, and launch readiness for products the team has not been taught to sell yet.
Partnerships
Program design and partner economics that produce sourced pipeline instead of logos on a slide.
Channel
Coverage that does not cannibalize direct, with rules of engagement written before the first conflict rather than after it.
Compensation and org design
Across all seven, because structure follows comp and not the other way around. Comp is the fastest lever on behavior and the most expensive one to get wrong.
A number the board did not have on day one, inside fourteen days.
Not a sixty-day assessment that gets filed. Three steps, each with a date and a deliverable attached to it.
GTM Readiness Assessment
A scored diagnostic across six dimensions before scope gets locked: pipeline predictability, forecast accuracy, RevOps infrastructure, outbound and demand motion, team and role design, and customer retention. Delivered ICs to exec to board, so the people who have to act on it were in the room when it was built.
Revenue Transformation Leader, embedded
I own the outcome against a baseline signed by the sponsor and the CEO. A revenue baseline and control map inside the first fourteen days with dollars and a named owner against every at-risk account. Then the operating system: one weekly cadence, one dashboard, one glossary, a forecast that holds up cycle to cycle, and role and comp architecture that makes it durable.
Handover
Every process documented and owned by a named internal leader, plus a thirty, sixty, ninety day plan for whoever follows into the seat. The job is to leave an operating system behind, not a dependency. Nothing I build leaves with me.
Roll-ups are where I am most useful. Different systems, different math, three definitions of new MRR, two business units bidding against each other at the same trade show. I have integrated that twelve times and exited it twice.
Vendor-neutral technology and data advisory
Independent evaluation and contract negotiation across more than 400 providers. No products, no preferred vendors, no commissions. Prism sits on the buyer's side of the table.
It is the same principle that keeps the interim work honest. I have nothing to sell you but the right answer, which is exactly why a sponsor can trust the read.
See the strategy, data, technology and AI practiceWhat would have to be true, by the end of month three, for the board to consider this money well spent?
Whatever the answer is, that is what I want to be measured against. I would rather be held to your definition than to mine. Start with the assessment and we will both know inside three weeks whether this is the right engagement.