How an engagement runs.
Every engagement starts with a diagnostic. What follows draws on proven approaches — shaped to your business, your model, and what the diagnostic surfaced.
The arc
Start with the diagnostic. Then tailor proven plays.
Leading with a diagnostic keeps everyone honest. We act on evidence, you and your board share one point of view, and the work that follows isn't invented from scratch — the challenges at this stage are familiar, and I bring approaches I've run before, shaped to fit your situation and delivered alongside the team you already have.
The diagnostic
A proven diagnostic with a clear arc. Four to eight weeks to a clear point of view and a roadmap your team can act on — and your board can get behind.
The work that follows
Proven plays, tailored to the roadmap and delivered in the format that fits — and able to shift as the company moves.
- Embedded fractional
- Advisory
- Scoped project
The phases · in depth
Evaluate. Engineer. Execute.
One arc, three phases. Open each to see how it runs.
A structured sprint with a clear arc, refined over years of running it. I get into the data, sit down with the people who carry the revenue, and benchmark where you stand against the leaders in your category and your business model — shaped each time to what your business actually needs.
The output is a clear point of view on the highest-leverage shifts across go-to-market strategy, the systems behind it, and the team running it — strengths to press, bottlenecks to clear, opportunities to take. It comes as a roadmap your team can follow and your board can underwrite.
- 01Get into the numbers — pipeline, conversion, ramp, retention, unit economics, and what the data is really saying
- 02Interview the people who carry revenue — sales, marketing, success, and the founder's own read on the motion
- 03Benchmark against category leaders and business-model peers — where you lead, where you lag
- 04Map strengths, bottlenecks, and opportunities across strategy, systems, and team
- 05Deliver the point of view and roadmap to you and the board
A roadmap that tells the team exactly where to focus — and gives leadership the confidence to pour on the gas.
With the diagnostic done, we design the revenue system the roadmap calls for — the architecture the team will run on, drawn up with the people who'll own it.
Scoped to what the diagnostic surfaced. Sometimes a full system; sometimes the one piece that's holding everything else back. Designing it is one phase — putting it in the field is the next.
- ·Sales process, stages, and qualification mapped end to end
- ·Playbooks and enablement the team actually uses
- ·Pricing and packaging that fits how buyers buy
- ·Comp and quota that point the team at the right behavior
- ·Forecasting, reporting, and the operating cadence underneath
A revenue system the team runs on its own — not a deck that dies in a drawer.
Then we put it in the field and make it real. This is the difference between a strategy and a result — and where most advisors hand over a deck and leave.
I execute in whatever gear the moment calls for: embedded and leading alongside your team, advising and coaching your existing leaders, or bringing in a small team to do the build — the technology, the enablement, the hiring and ramp. The leaders you have get stronger for having run it with me, not sidelined.
- ·Stand up the systems and technology the design calls for
- ·Enablement and playbook rollout the team actually adopts
- ·Hiring plans, scorecards, onboarding, and ramp that raise the bar
- ·Frontline manager development (a signature scoped engagement — below)
- ·Operating cadence — and the revenue story and metrics for the next raise
The next level of growth made real — and a team that carries the number without you, with a story the next round can stand behind.
Scoped engagements · project-based
Common problems. Proven plays.
Companies at this stage tend to hit the same walls. Over the years I've built repeatable engagements for the ones that come up most — each with a clear scope, a clear deliverable, and a clear end. Open each to see the symptom, the fix, and what you walk away with.
The symptom You hired frontline talent faster than you built the managers to lead it. Great reps got promoted, then left to figure out leadership on their own — and the cost shows up in missed numbers and lost people.
A cohort-based program that turns individual contributors into managers who can hire, coach, and lead a team that scales.
What it covers
- Hiring and raising the bar on talent
- Coaching and developing a team
- Running pipeline and forecasts that hold up
- Giving feedback that changes behavior
- Leading the operating cadence of a team
What managers walk away with
- A repeatable way to coach their people
- The confidence to hire and develop talent
- A team that carries the number without them in every deal
- A leadership rhythm that scales as the team grows
The symptom Adding salespeople stopped adding revenue. The motion lives in a few people's heads, the forecast is a guess, and every new rep reinvents how to sell. That's not a hiring problem — it's a system problem.
We stand up the operating system behind the number — the process, playbooks, and reporting a growing team can actually run on.
What it covers
- Sales process and stages mapped end to end
- Qualification and pipeline definitions everyone uses
- Playbooks and enablement for repeatable selling
- Comp and quota aligned to the right behavior
- Forecasting, reporting, and the operating cadence
What you walk away with
- A revenue system the team runs without you
- A forecast you can take to the board with confidence
- New reps that ramp on rails, not by osmosis
- One shared definition of how you win
The symptom Discounting is creeping, deals stall on price, and packaging hasn't kept up with the product. You're leaving money on the table and you can feel it — but you can't see exactly where.
We reset how the product is priced and packaged so it matches how buyers actually buy — and capture the value you're already delivering.
What it covers
- Value and willingness-to-pay analysis by segment
- Packaging and tiering that fits the buying motion
- Pricing model, metric, and discount guardrails
- Rollout plan for sales and existing customers
What you walk away with
- A pricing model built on value, not guesswork
- Packaging that shortens deals and lifts ACV
- Guardrails that stop the margin leak
- A clean story for sales and customers
Fractional & advisory · ongoing
A continuum, not a box.
Not every company needs the same amount of me — and the right amount changes over time. So ongoing work runs along a continuum, from fully embedded and leading, to a steady hand advising the leaders you already have. We start where you need it and dial up or down as the company moves.
Embedded fractional
I step in as your revenue leader for a defined stretch — in the room, owning the number alongside you, leading the team day to day.
When it fits: a gap between CROs, a new segment or motion to stand up, a post-raise step-change, or a team that needs senior leadership while you hire for it.
- Lead the revenue org and operating cadence
- Own forecast, pipeline, and board reporting
- Build and coach the leaders who'll take over
- A few days a week, with skin in the game
Advisor & coach
I work through your existing leaders — a sounding board and coach to the founder, CRO, or VP who's navigating this stage for the first time.
When it fits: you have a capable leader who'd be sharper with someone in their corner who's already built what they're building — and a board that wants the next 18 months de-risked.
- Regular working sessions with your leaders
- Pressure-test strategy, plans, and key hires
- On call for the hard calls between sessions
- Lighter touch, high signal
Most engagements start embedded and taper to advisory as the team gets stronger — which is the point. The goal was never to make you need me. It's to leave you with a function that runs without me.
Start here
It starts with the diagnostic.
Tell me where revenue is stuck. If it's a fit, we'll scope the diagnostic and build from what it finds.
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