FRACTIONAL LEADERSHIP.
FULL ACCOUNTABILITY.
I take the revenue seat on your team. I own the forecast, run the pipeline reviews, and build the system your next full-time leader will inherit. On a one year term, part of what I get paid rides on the bookings number we set together.
The 90-Day Impact
Three phases. You will know what changed in each one.
Stabilization
- Pipeline audit & deal inspection
- Forecast methodology reset
- CRM integrity baseline
- Operating cadence establishment
- Executive visibility framework
Optimization
- Qualification framework deployment
- Pipeline governance system
- Rep-level coaching & development
- KPI tracking & accountability
- Revenue operations alignment
Scale
- Playbook development & codification
- Leadership team development
- Revenue operating system maturity
- Transition planning & enablement
- Long-term growth architecture
What I Own
Not advice. Not recommendations. Ownership.
Forecast ownership & accuracy
Pipeline governance & inspection
Deal qualification & review
Leadership coaching & development
Executive reporting & visibility
Revenue accountability & KPIs
Revenue operations alignment
Sales process optimization
How You Pay Me
Three moves, in this order. No part of it starts with a number I made up.
The audit
Before anyone agrees to a number, I count your market, read your methodology, look at the composition of your team, and walk your open pipeline deal by deal. Until that is done, a bookings target is a guess, and neither of us should be paid against a guess.
You set the target
I come back with what I would expect you to book over the next twelve months, given the staffing you have and the real maturity of your process. You set the number from there. It has to be a number we both believe, because we are both about to be paid against it.
Retainer plus upside
A monthly retainer for the seat, and a share of every dollar booked above the target. Bookings, not revenue. I do not own your implementation or your revenue recognition, so I should not be paid on either. I am in the pipeline every week, so bookings is the thing I can actually move.
The two rules on this
Six months is the floor on the seat. A sales cycle in this channel runs nine months and often longer, so anything shorter than six months ends before a single fix has had time to reach the number. You would be paying me to diagnose the problem and then leaving before the diagnosis was worth anything.
The upside only exists on a one year term, and I will say so on the first call. Between six months and a year it is retainer only. A performance number on a shorter engagement pays me for deals that were already closing before I walked in, which is me getting paid for your pipeline rather than for my work.
Somebody has to own the number.
Let's discuss whether embedded revenue leadership is the right move for your organization.