The messy pipelines, untrusted forecasts, and leaking handoffs I've owned end to end, and what changed once the engine was rebuilt. Every engagement is one operator, all the way in.
Eighty reps built the forecast bottoms-up in a spreadsheet, and a fifth of pipeline slipped every quarter. I replaced opinion with evidence (deal confidence from what buyers actually did) and rebuilt the planning and board-reporting layer underneath it.
Sales, marketing, CS and finance each owned a slice of revenue, so nobody owned the number. I took ownership of the whole engine (the plan, the deal desk, the retention motion and the data) and the leaks closed.
I joined at ~$11M ARR as founding head of RevOps, with no plan, no systems, and 8% of new customers churning during onboarding. I built the infrastructure that let the company absorb 5x growth, starting with the sales-to-onboarding handover.
The data needed to prospect restaurants doesn’t exist for sale, so the channel sat blocked. An AI agent swarm manufactured 30,000 verified ICP records at ~$0.08 each, and a direct channel appeared where there had been none.
A $40M distributor ran its entire commercial model as prose in one NetSuite notes field. I rebuilt it into a governed data model and gave the company its first forecastable view of revenue in twelve years.
Borrowers were starting loan applications sales could never see, and 88% walked away unattended. I wired the application system to the CRM, scored and routed every application, and built a signal-based outbound engine on top.
A marketing agency was losing 28% of its own revenue to churn while planning to sell RevOps to clients. I unified every scattered health signal into one score with save-plays attached, and the agency’s own numbers became the pitch.
Nine business units ran on seven disconnected systems, and no company-wide forecast existed. I ran the discovery, cut 15-20% of manual steps, then architected the consolidation and directed three vendors through it.
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