For revenue teams flying blind
Sales and revenue operations
Fourteen years in sales and revenue operations — wireless, consumer goods, and a global semiconductor business. Pipeline, forecast and reporting that leadership can actually make decisions from — because the underlying process produces trustworthy data in the first place.
What you get
Reporting problems are almost never reporting problems. They are process problems that surface at the dashboard.
CRM buildout, cleanup and sequencing
Fields that mean something, stages that match how deals actually progress, and the discipline to keep it that way. Cleanup first — new dashboards on bad data are worse than no dashboards.
Forecasting models
A forecast built on stage-weighted reality rather than optimism, with the assumptions written down so the variance can be explained afterwards.
Revenue recognition process
Getting finance, sales and IT to agree on when revenue is recognised and how it is reported. This is usually a negotiation before it is a build.
Performance dashboards and executive reporting
Reporting aimed at a decision. If a chart does not change what someone does on Monday, it does not go on the page.
Outbound systems and lead routing
Routing rules, sequencing and the automation behind them, so leads reach the right person while they are still warm.
Sales process design and enablement
The process the tooling is meant to serve, documented, along with what the team needs to run it without asking.
What this looks like in practice
Owned Americas sales performance analysis for a semiconductor manufacturer and led a new-product revenue recognition overhaul alongside finance, sales and IT — cutting reporting lag and tightening forecast accuracy. Trend analysis fed the strategic adjustments behind new-product revenue growth.
Earlier, for a global consumer goods manufacturer: a SharePoint-based CRM and web sales dashboard built for a professional beauty division, credit memo processing automated out of a manual queue, and the rollout and adoption push behind the move to Salesforce. Before that, four years of indirect sales operations for a national wireless carrier.
How the engagement runs
Every engagement runs the same three phases. You know the scope, the deliverables and the exit before I start billing.
Discovery
A working session with the people doing the work. I map the current state, find where it breaks, and tell you plainly whether you need me — and for how long.
Build
Defined scope, fixed deliverables, a milestone plan you can hold me to — documented as I go rather than written up at the end.
Handoff
SOPs, runbooks and a trained owner on your side. The goal is that it keeps working after the engagement ends.
Tools I work in
Vendor-agnostic by default. These are the platforms I can be productive in from day one rather than day thirty.
Common questions
What is the difference between sales ops and revenue ops?
Sales ops serves the sales team. Revenue ops covers the whole path from first touch to recognised revenue, which means marketing, sales, customer success and finance are all in scope. Most of the expensive problems live in the handoffs between them, which is why the broader framing usually matters.
Our forecast is never accurate. Where do you start?
With the stage definitions, not the model. An inaccurate forecast is nearly always a symptom of stages that mean different things to different reps, or a close date that gets pushed rather than re-qualified. Fix the input and the model gets simpler.
Can you clean up a CRM that has years of bad data in it?
Yes, and that is often the first phase. The cleanup matters less than the rule that stops it recurring — required fields, validation, and a process people will actually follow rather than route around.
Do you work with finance as well as sales?
Regularly. The revenue recognition work I have led required finance, sales and IT to agree on definitions before anything could be built. Being able to sit in that room is most of the job.
What size company is this a fit for?
Organisations with enough revenue complexity to need the capability and not enough volume to justify a full-time RevOps hire. Below that, the honest answer is often a tidy spreadsheet and a rule about updating it — and I will say so in the first call.
Contact
Tell me what’s stuck.
A short call is free and usually enough for both of us to know whether there’s a fit. Bring the messy version — I don’t need it cleaned up first.