MARK
SOLANO.

FRACTIONAL CRO & CHIEF GROWTH OFFICER  ·  REVENUE LEADER  ·  GTM ADVISOR

20+ years building and scaling revenue organizations in Fintech and B2B SaaS. I don't manage revenue emotionally. I manage it operationally.

My career has been defined by a single obsession: turning revenue from an unpredictable art into a repeatable engineering discipline. I've built and scaled sales organizations from the ground up — from four-person startup teams to enterprise organizations with 20+ reps — across banks, credit unions, fintechs, and B2B SaaS companies. The pattern is always the same. Most revenue problems are system problems.

Before founding Solano Advisory Group, I spent two decades in the trenches of financial services and technology sales. I've carried a bag, built pipelines, run forecasts for boards, hired and fired, rebuilt broken teams, and sat in every seat at the revenue table. I've served institutions ranging from community banks and credit unions to the nation's largest financial organizations — including a $250B institution — and delivered consistent, measurable growth across all of them.

What I've learned across 20+ years and $150M+ in revenue influenced is this: winning is an engineering problem. The companies that struggle aren't failing because their salespeople aren't motivated enough. They're failing because their systems — their process, their pipeline hygiene, their forecasting cadence, their qualification rigor — are broken or nonexistent.

Solano Advisory Group exists to fix that. Through Revenue Health Audits, Embedded Revenue Leadership, and Revenue Infrastructure Build-Outs, I work directly with founders, CEOs, and revenue leaders to diagnose what's broken, rebuild what needs rebuilding, and install the operating systems that make growth predictable — not dependent on heroes, luck, or a single top performer.

I hold a six-consecutive-year President's Club record. I've built teams that consistently overperformed. I've taken companies from flat to scaling. None of that happened by accident — it happened because of systems, discipline, and operational accountability at every level of the revenue engine.