Early revenue engines are built for speed. I rebuild them for scale.
I've spent 15 years inside scaling B2B companies watching early RevOps break the same handful of ways, and I built Opsess to break the pattern. It's a practice of one, on purpose: 2 clients at a time, each getting an operator who's all the way in. Here's what I keep seeing, and how I fix it.
I've watched the same thing break at company after company.
Early RevOps rarely lasts long enough to become what it's meant to be. It stalls, the first leader turns over, and it restarts from zero. Too often to be bad luck. I've watched it from every seat: operator, founder, and the buyer who hired consultants who never owned the number. Most see one slice; I've seen the whole thing.
And it breaks in the same four ways: none of them talent problems, all of them design problems.
The false start.
The function gets stood up, stalls at tactical firefighting, and never matures into strategy. The first leader burns out or moves on, and the next one inherits rubble. RevOps restarts so often it never compounds.
The wrong motion.
A leader whose whole career was built on one type of deal (one size, one speed, one industry) dropped into a business that runs on none of them. Right person, wrong motion. They can’t adapt, so they can’t build.
One function running all of GTM.
Hand the entire revenue process to a single-function leader (or a CRO who leans hard toward sales or marketing) and the engine runs lopsided. One part gets all the attention; the rest drifts. Marketing misaligns. CS breaks. The handoffs leak.
Starved, then rushed.
Companies underinvest in the function, then demand results before the foundation exists. The shortcut always costs more than the thing it skipped.
Every one is an imbalance: a revenue engine with no one holding the center. That's what real RevOps is: cross-functional, neutral, owned from the inside, not advised from the sidelines.
And if the right call is a hire, an agency, or nothing at all, I'll tell you that too. The goal is the working engine, not more of me.
I've run nearly every version of the revenue engine, and I own all of it.
Most leaders know one motion and force-fit it onto everything. I've operated across nearly all of them, so I diagnose the motion you actually run. And I own it end to end: strategy, systems, and the build underneath.
From low-ACV, high-velocity pipelines to million-dollar enterprise deals.
SaaS, InsurTech, HRTech, MarTech, manufacturing, services, finance.
Sub-$10M early-stage to $300M+ revenue.
Sales-led, marketing-led, PLG, PLS, and hybrid.
That range is a pattern library: what turns "I've seen this before" into "here's exactly what to do about it."
Strategy & planning.
Motion and operating-model design, ICP tiering, planning, forecasting, quota and comp.
Process & execution.
Lead-to-cash-to-renewal as one owned system: the silent revenue leaks, closed.
Data, systems & AI.
CRM, data integrity, BI and revenue intelligence, and the AI agents that do a team’s work.
Enablement & change.
Ramp, enablement, and the change management that makes new systems stick.
Fluent across the modern GTM stack: HubSpot and Salesforce to Clay, n8n, and custom AI agents. I work in what you run, and change it only when it pays for itself.
How the work gets done, and what I won't do.
Skin in the game.
Accountable to outcomes, not hours.
Depth over breadth.
One discipline, mastered. No dabbling across a dozen service lines.
Radical honesty.
I’ll tell you what won’t work, even when the answer isn’t more of me.
Right and fast.
AI agents give one operator a team’s output: speed from the agents, never from skipping the foundation.
A US practice, embedded with your team: remote by default, on-site when the work calls for it.