These aren't hypotheticals. Each case study is a real operating challenge I was hired to solve — here's exactly how I solved it, and what I'd bring to your organization.
A $85M support business that had been flat for over a decade. Leadership had accepted support as a cost center — necessary overhead, not a growth lever. Pricing hadn't been revisited in years, the GTM motion treated support as an afterthought, and delivery was fragmented across 6 global business units with no coherent framework. Revenue was stagnant not because of market ceiling, but because the operating model wasn't built to grow.
A three-part transformation executed across pricing, GTM, and delivery simultaneously:
Pricing overhaul: Restructured pricing architecture to drive revenue capture — aligning tiers to actual customer value delivered, not legacy cost-plus logic. Built packaging that made upsell paths clear and comp-friendly for sales.
GTM transformation: Transformed support from a reactive renewal function into a proactive revenue motion. Drove sales alignment around new packaging, built quota-aligned incentives, and created the collateral and talk tracks needed to sell with confidence.
Delivery redesign: Built and enforced standardized delivery frameworks across all 6 global business units. Enforced systematic forecasting so leadership had pipeline and margin visibility at every stage.
Align pricing to value, make it easy to sell, forecast systematically. This framework applies to any underperforming revenue function — not just support. If a business line is flat, the first questions aren't about market or product. They're about pricing architecture, GTM alignment, and delivery consistency.
A repeatable model for monetizing support that scaled across global business units and was later adopted enterprise-wide — proving that support, properly structured, is a revenue engine, not a cost center.
A professional services organization stuck at $1M — not for lack of demand, but because the operational foundation couldn't support growth. Delivery was inconsistent and person-dependent, making every engagement a bet on individual talent. No capacity planning meant staffing was purely reactive. GTM wasn't aligned to what delivery could absorb. The org was artisanal at a point when it needed to be industrial.
Four parallel tracks executed simultaneously:
Project management infrastructure: Built Smartsheet as the operating layer for all engagements — driving visibility into project status, resource allocation, and milestone tracking that didn't previously exist.
Capacity planning model: Built a forward-looking model projecting staffing needs against pipeline. Eliminated the reactive hiring cycle that was capping growth and replaced it with proactive resource allocation.
Delivery standardization: Built standardized delivery frameworks — scoping templates, milestone structures, quality gates — enforcing consistent outcomes regardless of who led the engagement.
GTM alignment: Transformed the relationship between sales and delivery so what was sold matched what could be delivered. Enforced delivery-stage gates in the sales process to eliminate margin erosion from over-scoping.
Services organizations fail when delivery is treated as an art, not a science. When outcomes depend on which person shows up, you can't scale. Standardize the delivery model, make capacity visible, and align GTM to what delivery can absorb. Scale becomes a planning problem, not a talent lottery.
A scalable services delivery model built on operational discipline rather than individual talent — one that grew 30× in 12 months and held at 95%+ utilization without proportional headcount growth.
A sales organization without the infrastructure to understand itself. No unified reporting — leadership worked from disparate spreadsheets and anecdote. No reliable forecasting — pipeline reviews were exercises in hope, not analysis. Compensation was misaligned — the model wasn't driving the behaviors that moved revenue. Lead management was ad hoc with no consistent SLAs. The organization couldn't tell you what it would close this quarter, or why.
Built the full sales operations stack from zero:
Analytics framework: Built a unified analytics layer on Salesforce, Power BI, and Tableau — delivering rep-level activity, manager-level pipeline health, and C-suite revenue forecasting from a single source of truth.
Regression forecasting models: Replaced gut-feel with statistical models built on historical win rates, deal velocity, and stage conversion. Drove forecasts from directional guesses to defensible, data-backed commitments.
Compensation redesign: Rebuilt and enforced a comp model that aligned rep incentives with the revenue behaviors the business actually needed — removing structural barriers that caused reps to optimize for the wrong outcomes.
Lead management rebuild: Built and enforced systematic lead routing and follow-up with hard SLAs — driving accountability where there had been ambiguity.
Sales ops isn't about tools — it's about making revenue predictable and scalable. The right stack matters less than the analytical rigor behind it. Forecasts need models. Comp needs behavioral alignment. Leads need SLAs. Get those right and the tools become multipliers, not ornaments.
A complete revenue intelligence infrastructure — forecasting the C-suite could trust, comp that drove the right behaviors, and pipeline visibility that turned guesswork into strategy.
I'm evaluating Rev Ops and Business Operations leadership roles targeting Q3 2026. Download the resume or reach out directly.