RevOps advisory for B2B SaaS teams scaling GTM headcount
RevvedOps provides focused diagnostics, forecast sprints, counsel, and fractional RevOps leadership for teams that need a cleaner operating path before they hire, rebuild, or scale further.
15+
years operating RevOps
4
focused ways to engage
Experience across companies like Contentstack, Vendavo, Stream, Radicle Health, and more.
Operator-led, not deck-led
The first conversation sorts whether you need a focused sprint, a full diagnostic, retained counsel, temporary leadership, or a simpler next step.
Forecast trust
Stage evidence, category discipline, close-date movement, and inspection cadence.
Lifecycle clarity
Definitions, ownership, routing, handoffs, and the real process behind the documented one.
Leadership readiness
The operating context your next full-time leader needs before they inherit the shop.
Four focused ways to engage
2-3 weeks
A focused read on why the number is hard to defend: stage discipline, close-date hygiene, forecast categories, inspection cadence, and the operating rituals around the call.
Best when: the board number keeps moving and every team has a different explanation.
Output: forecast reliability report and prioritized inspection path.
3-4 weeks
A full read of your GTM engine before you rebuild anything: lifecycle definitions, handoffs, ownership, stack usage, data flows, and the root causes behind recurring fires.
Best when: the symptoms are obvious, but the root cause is disputed.
Output: findings report, 90-day architecture roadmap, and data flow blueprint.
Monthly retainer
Senior operator judgment for founders, revenue leaders, investors, and RevOps teams that need a sharper read on the decisions that carry real cost.
Best when: you have the team, but want experienced pressure-testing before major moves.
Output: fixed cadence, decision memos, roadmap review, board narrative, or diligence support.
3-6 months
Temporary senior ownership of the RevOps function: operating cadence, architecture decisions, team direction, and handoff back to the people who will run it.
Best when: the function needs leadership now, but a permanent hire is not the right next step yet.
Output: executive ownership, execution direction, documentation, and a durable handback.
The fit check exists to sort that out before anything gets scoped.
The signs are usually familiar: forecast calls get harder, handoffs get more manual, preparation takes longer, and decisions stall because the data is still up for debate.
The forecast is not always wrong because the team is careless. Often the stages, close dates, categories, and inspection habits are telling different stories. By the time the board asks for the number, everyone is defending their version of reality.
Explore the Forecast Sprint →Marketing, Sales, and Customer Success can all be doing their jobs and still be operating from different definitions. Routing exceptions become the rule, handoffs get weaker, poor-fit customers slip through, and lifecycle reporting becomes hard to trust.
See the Diagnostic →A new GTM leader arrives, asks basic questions about the system, and nobody can agree why it works the way it does. That is when the rebuild starts. Not always because the system was broken, but because the decisions behind it were never made visible.
Read the DRIVE Methodology →Most companies facing a revenue operations problem reach for a full-time hire. Often what they actually need is an operator who has seen the pattern before, scoped to the specific thing that is broken. There are a few ways to start, depending on where the pain is.
Every engagement starts by understanding what's actually broken, not just what's loudest. Then we build a revenue engine that endures.
Founder, RevvedOps
At every company I operated inside, the pattern was the same. Good intentions, mismatched expertise, and an ops foundation that could not survive a leadership change. I spent fifteen years being recruited to diagnose that, fix it, and hand back a system the company could actually run on, then leaving and doing it again somewhere else. RevvedOps exists because breaking that pattern should not require a full-time hire. It requires an operator who has seen it before.
The work has a track record. At Vendavo I pulled global forecasting onto a single source of truth, and disciplined process design moved pipeline velocity up 27 percent and expanded the opportunity pipeline 40 percent. The CPQ, deal desk, and renewal processes I built there became the company standard. At Contentstack I ran RevOps globally and rationalized the GTM stack, cutting sales tool spend 20 percent without losing capability. At Stream I stepped in as interim CRO during a leadership gap and led the team to its first two million dollar quarter. The throughline is the same every time. Build the system so it outlasts the person who built it.
Companies where I've operated
Practitioner perspectives on building revenue operations that actually work.
5 MIN READ
Most RevOps leaders are expected to fix the chaos fast. But skipping diagnostics is why the same fires keep burning three months later.
6 MIN READ
Most RevOps roadmaps die in one of two ways: they try to fix everything at once, or they ignore the loudest voice in the room.
4 MIN READ
Your CRO's median tenure is 1.8 years. If your revenue architecture can't survive a leadership change, it was never really integrated.
The fastest way to find out is to talk through what you're seeing. No proposal, no pitch deck. I’ll tell you whether there is something worth scoping, or whether there is a simpler next step.
No proposal, no deck. Just a practical next step.