Eddie Reynolds

Union Square Consulting

Union Square Consulting is a GTM Strategy & Operations consulting firm. 

I spend the majority of my time:
1. Managing our Sales and Marketing Team
2. Managing our VPs of GTM Strategy & Operations Consultants
3. Providing GTM Strategy & Operations Consulting to Customers

We work with high-growth companies, primarily B2B SaaS companies to help them in five areas:
1. GTM Strategy and Planning
2. Go To Market Process
3. GTM Metrics and Insights
4. Systems Implementation and Ongoing Optimization
5. User Training and Enablement

We do this to help companies execute their Go To Market Strategy by:
1. Making sure your systems are working
2. Making sure your revenue team is using the systems properly
3. Making sure they are executing the right process to attract and retain customers
4. Analyzing the metrics to see what's working, what's not and what to do about it
5. Creating a strategy and a roadmap for all of the above to actually get it done

CEO and GTM Strategy & Operations Consultant

RevOps Corner

RevOps Corner is a podcast we produce at Union Square Consulting to share best practices for Strategic Revenue Operations. 

We do this by interviewing amazing guests, ranging from Revenue Operations Professionals to Revenue Leaders to Venture Capitalists and many other experts in the B2B SaaS community. 

We also share what we're seeing in the trenches every day in our work as Revenue Operations Consultants here at Union Square Consulting.

Listen to the Podcast on:
Spotify: https://open.spotify.com/show/1CM3rmelcdtm6gJVL0PtMK?si=00aae750ea7a4937
Apple: https://podcasts.apple.com/us/podcast/revops-corner/id1619571311

Host

Pavilion

Executive Member

Trumid

Trumid is a Unicorn Fintech Startup that has raised over $650 million in funding to date. 

I joined Trumid right when they had achieved Product Market Fit and relaunched their application. 

My role was to manage all our Revenue Operations:

1. Systems Implementation and Management
 - Sales, Marketing, Service and Data Analytics

2. Enablement
 - Provided training and enablement to the customer facing revenue team

3. Insights
 - Worked directly with the Co-CEOs to provide daily insights on revenue metrics

4. Process Mapping
 - Mapped our sales, marketing and service processes prior to architecting systems and data

5. Strategy and Planning
 - Planned, managed and executed our revenue operations roadmap

VP of Revenue Operations

Salesforce

My role at Salesforce was to work with current and prospective customers to explore opportunities to leverage technology to find more prospects, win more customers, keep more customers and enable their business to scale.

We helped customers accomplish this by improving business processes in marketing, sales, customer service and other departments, centralizing their data in one place and building operational efficiencies. This enables them to grow faster and gives leadership more visibility to make better strategic decisions.

I accomplished this by beginning consultations with the objectives of the business and only then discussing technology. My role was to quarterback a number of resources within Salesforce and the client's team to work together to uncover the best business processes to help them overcome obstacles and reach their goals. Then, we would map out how Salesforce and related technologies could be used to execute those business processes.

Account Executive

CrossBay Capital Partners

CrossBay Capital Partners is a boutique placement agent. We raise capital for established alternative investment managers with a primary focus on private equity.

 - Sourced investments by soliciting private equity firms seeking to raise a fund
 - Distributed investments by building relationships with institutional investors
 - Designed and implemented Salesforce.com to support these efforts for the entire team

Vice President - Institutional Sales

Altvia

Altvia Solutions provides a solution, built on the Salesforce platform, for institutional investors and fund managers to manage investing and fundraising processes.

 - Managed sales process from initial prospecting to negotiation and close for new business
 - Acted as my own sales engineer to provide highly customized and tailored presentations
 - Oversaw marketing efforts by working closely with CEO and our advertising agency
 - Worked closely with implementation team to scope project 
 - Helped implementation team customize solution for each new client

Account Executive - Private Equity Solutions

Yen Capital Management LLC

YEN Capital Management assists operating companies raising capital from private equity investors.

 - Built healthcare platform from inception by growing relationships with private equity investors and healthcare companies
- Closed mandates to raise $25 million and $40 million for two pharmaceutical manufacturers

Head of Advisory Services – Healthcare Banking Team

Wells Fargo

Wells Fargo Business Banking provides lending and deposit solutions to small and medium-sized businesses.

- Solicited and built relationships with hundreds of independent businesses across all industries
- Achieved sales production in the top 1% of bankers in the company

Business Banking

Over +20 years in sales, customer success and marketing, I’ve developed a passion for data-driven strategy and process. I’ve always been fascinated by the edge it can give an IC or an entire company. 

Ten years ago, I joined Salesforce as an AE covering high-growth, VC-backed B2B SaaS companies. I met with hundreds of executives and revenue leaders and they all wanted this edge. They wanted to hear how Salesforce and my other customers operated, not how the software worked. 

Our consulting partners, however, were solely focussed on the software, often missing the broader strategy. This inspired me to start a unique consulting firm, merging system implementation with data-driven GTM strategy. 

Since then, I’ve seen some of the deepest ingrained revenue growth problems plaguing B2B SaaS – and we’ve developed a system to solve them.

𝘾𝙍𝙊𝙨, 𝘾𝙈𝙊𝙨, 𝘼𝙉𝘿 𝙑𝙋𝙨:

Does this sound familiar?

💭“I don’t understand what my data is telling me. I’m not even sure it’s accurate.”
💭“We’re getting tons of leads but they’re not converting enough to outpace churn.”
💭“We’ve spent so much money on tech, marketing, training, etc. – but there’s no ROI.”

Or maybe even…

“I don’t want to end up like those guys ☝️ How do I get in front of this?”

𝙔𝙊𝙐’𝙍𝙀 𝙄𝙉 𝙏𝙃𝙀 𝙍𝙄𝙂𝙃𝙏 𝙋𝙇𝘼𝘾𝙀

I founded Union Square Consulting to help B2B recurring revenue brands increase profitability by targeting the source of their revenue engine issues (not just the symptoms).

𝙒𝙃𝘼𝙏 𝙒𝙀 𝘿𝙊

Fractional RevOps that delivers both systems implementation and go-to-market strategy.

𝙒𝙃𝙊 𝙒𝙀’𝙑𝙀 𝙃𝙀𝙇𝙋𝙀𝘿

High-growth brands from Series A to C and beyond like Techstars, Luminate, and Federato.

𝙂𝙀𝙏 𝘼 𝙁𝙍𝙀𝙀 𝘾𝙊𝘼𝘾𝙃𝙄𝙉𝙂 𝙎𝙀𝙎𝙎𝙄𝙊𝙉

Sit down with one of my Senior Revenue Strategists for a personalized Revenue Operations Coaching Session. Walk away with advice you can use immediately.

👉 CLICK HERE: unionsquareconsulting.com/workshop

𝙎𝙐𝘽𝙎𝘾𝙍𝙄𝘽𝙀 𝙏𝙊 𝙊𝙐𝙍 𝙍𝙀𝙑𝙊𝙋𝙎 𝙉𝙀𝙒𝙎𝙇𝙀𝙏𝙏𝙀𝙍

Get actionable and practical tips on optimizing your marketing, sales, and customer success engines.

👉 CLICK HERE: unionsquareconsulting.com/newsletter

Wow! This guy DM'ed me an hour ago and now I have a proposal. 

I got a random connection request this morning.

By pure miracle, this guy is pitching something that is #1 on my priority list this quarter and this morning. 

However, it's still a random guy on LI.

I didn't want a meeting.
He didn't ask. 

I just responded with "how much?"

He responded with 
"Happy to share. Can I ask a couple questions?"

I'm already like....
"Ugh....he's gonna ask for a meeting."

But no, he asked me a few basic questions over DM. 

Then he sent me a full Loom walkthrough of a custom proposal. 

Holy shit!

Okay, this is how I want to buy!

(And no, if you're buying from me, I'm not selling this way. Wish I could.)

But man.....where possible......this is the way!

✌️

CEO | GTM Strategy & Ops for B2B SaaS CROs

"What's the ROI of fixing our GTM Operations?"
I get asked this question constantly.

And every time I hear it, it feels like a slap in the face.

Here's the thing.
- You just told me your GTM is a mess
- Your forecasts are consistently off
- Inbound leads aren't being followed up on
- The pipeline is filled with dead deals
- NRR is slipping because there's no process
- No one has visibility because the systems are broken

But we can’t plug these revenue leaks until we “prove ROI?” 

Warren Buffett said it best: "You don't need to know if a man weighs 300 or 350 pounds to know that he's overweight."

When the problem is obvious, you don't need to overanalyze it.

But here's the real issue.
When your GTM is fundamentally broken, you can't even measure ROI.

Your Close Rate looks like 25%. But it's meaningless.
Some reps create opps after every meeting. Others wait for the verbal.
One group has a 5% Close Rate. The other has 85%.

The blended number tells you nothing.

You can't measure the ROI of fixing your sales process until you've fixed your sales process.

So let's think about this differently.
- What if you improved your Close Rate from 15% to 16%?
- That's $1M in additional ARR on a $25M new business goal.

That single improvement pays for your entire GTM Ops investment.

What if you improved inbound lead conversion from 1.0% to 1.1%?
- That adds $16.7M in pipeline. 
- At a 15% close rate, that's $2.5M in additional revenue.

What if you improved retention from 85% to 86%?
- On a $100M ARR base, that's $1M saved.

These aren't aggressive assumptions.
They're conservative.
And they compound.

Better lead conversion creates more pipeline.
Better close rates turn more pipeline into customers.
Better retention and expansion multiply the impact.

In tomorrow's 📰𝙂𝙏𝙈 𝙎𝙘𝙞𝙚𝙣𝙘𝙚 𝘽𝙧𝙞𝙚𝙛 📰, I break down the exact math on why any improvement in GTM Ops pays for itself several times over.

But the real question isn't "What's the ROI?"

It's "Can we afford NOT to fix this?"

How much revenue are you leaving on the table with broken GTM processes?

🤔

Get the full breakdown (including the image below) in tomorrow's 📰𝙂𝙏𝙈 𝙎𝙘𝙞𝙚𝙣𝙘𝙚 𝘽𝙧𝙞𝙚𝙛 📰
Subscribe to get it here: https://bit.ly/49RCm0h

✌️

How do you actually calculate the most important GTM Metrics?

Following the 𝗚𝗧𝗠 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 & 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 we published yesterday, we released a 𝗚𝗧𝗠 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 𝗮𝗻𝗱 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗜𝗻𝗱𝗲𝘅 outlining how to calculate each of these metrics. 

We're coving the following types of metrics:

𝗚𝗧𝗠 𝗘𝗙𝗙𝗜𝗖𝗜𝗘𝗡𝗖𝗬 𝗠𝗘𝗧𝗥𝗜𝗖𝗦

We ask questions like:
 - How efficient is our overall GTM Engine?
 - What does it cost to acquire customers?
 - What does it cost to grow revenue by $1?
 - What's the lifetime value of our customers?

We answer them with metrics like:
 - CAC
 - CAC Ratio
 - CAC Payback
 - LTV:CAC
 - Magic Number
 - GTM Efficiency Ratio
 - GTM Efficiency Margin

𝗙𝗜𝗡𝗔𝗡𝗖𝗜𝗔𝗟 𝗠𝗘𝗧𝗥𝗜𝗖𝗦

We ask questions like:
 - Are we growing fast enough?
 - Are we growing profitably enough?
 - Do we have strong unit economics?
 - Are we producing enough cash flow?
 - Are we spending too much in sales/mktg?

We answer them with metrics like:
 - Rule of 40
 - Growth Rate
 - Gross Margin
 - Net Income
 - Etc.

𝗣𝗜𝗣𝗘𝗟𝗜𝗡𝗘 𝗚𝗘𝗡𝗘𝗥𝗔𝗧𝗜𝗢𝗡 𝗠𝗘𝗧𝗥𝗜𝗖𝗦

We ask questions like:
 - Are we generating enough pipeline?
 - Are we generating enough inbound leads?
 - Are we logging enough outbound activities?
 - How are leads and activities converting to pipe?

We answer them with metrics like:
 - Lead Generation (MQLs)
 - Pipeline Generation (# and $)
 - Sales Activities, Meetings Booked
 - Conversion Rates

𝗣𝗜𝗣𝗘𝗟𝗜𝗡𝗘 𝗠𝗘𝗧𝗥𝗜𝗖𝗦

We ask questions like:
 - Are we closing deals?
 - Are we chasing the right deals?
 - Do we have real pipeline to close?

In other words, do our reps actually know how to identify real qualified sales opportunities and do they know how to take all the right steps to close them?

We answer them with metrics like:
 - Close Rate
 - ASP
 - Sales Cycle
 - Pipeline Velocity

𝗖𝗨𝗦𝗧𝗢𝗠𝗘𝗥 𝗦𝗨𝗖𝗖𝗘𝗦𝗦 𝗠𝗘𝗧𝗥𝗜𝗖𝗦

We ask questions like:
 - Are we retaining customers?
 - Are we expanding customers?
 - Are we onboarding them right?
 - Which customers are healthy?
 - Which can we try to expand?
 - Which are unhealthy?
 - Which are at risk of churn?

We look at metrics like:
 - Gross Retention Rate (GRR)
 - Expansion $ARR
 - Net Revenue Retention (NRR)
 - Customer Health Ratings
 - Onboarding Metrics

More on this in our 𝗚𝗧𝗠 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 𝗮𝗻𝗱 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗜𝗻𝗱𝗲𝘅

Read the Framework and/or get the high-res image in the link in my comment below 👇

Or comment "High Res" below (and send me a connection request if we're not already connected) and I'll DM it to you. 

✌️

𝗚𝗧𝗠 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 & 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 separate Strategic CROs and RevOps Leaders from glorified sales managers and systems admins. 

Getting accurate metrics isn’t easy though. 

Getting real Insights from those metrics is even harder.

We need to:

𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝘁𝗵𝗲 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 𝗧𝗵𝗮𝘁 𝗠𝗮𝘁𝘁𝗲𝗿
Start by identifying the metrics that matter for your unique GTM motion. 

To help, our 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 𝗮𝗻𝗱 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 will have a 𝗚𝗧𝗠 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 𝗜𝗻𝗱𝗲𝘅 outlining the most common metrics in B2B SaaS and how to calculate them. 

𝗗𝗲𝗳𝗶𝗻𝗲 𝗣𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 𝘁𝗵𝗮𝘁 𝗙𝗲𝗲𝗱 𝗠𝗲𝘁𝗿𝗶𝗰𝘀
Metrics are only as accurate as the process being executed. 

If our salespeople don’t know how to qualify deals, for example, our Close Rate will tell us nothing. 

We have to clearly define processes, train the team, and drive them to adopt and execute in order to be a data-driven organization. 

𝗨𝗻𝗯𝗹𝗲𝗻𝗱 𝘁𝗵𝗲 𝗙𝘂𝗻𝗻𝗲𝗹
It’s not enough to see our Lead Conversion Rate, or Close Rate, across our entire business. 

These numbers are blended together across different types of leads and lead sources, different segments (SMB, MM, ENT), geos, products, etc. 

To see what’s really happening, we have to unblend the funnel. 

More on this in our 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 𝗮𝗻𝗱 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 

𝗜𝗻𝘀𝗽𝗲𝗰𝘁 𝗗𝗮𝘁𝗮 𝗥𝗲𝗴𝘂𝗹𝗮𝗿𝗹𝘆
People only execute processes when held accountable. 

To get accurate data, we need to inspect the data regularly to be sure it’s accurate. 

To get real insights into our business, we need to analyze that data regularly to spot trends and take action.

This requires the right person/people with the right skills and uninterrupted time to do “deep work.” 

CROs usually don’t have time to do this well and RevOps can’t if they’re constantly harassed with system admin requests. 

𝗗𝗿𝗶𝘃𝗲 𝗔𝗻𝗻𝘂𝗮𝗹 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴
As we get to this part of the year, finalizing our annual plan, it’s a bit too late. We have dirty data and have to make some BIG assumptions. 

If we’re in this boat, we need fix this for next year.

Additionally, Annual Plans aren’t set in stone. We need to track them and iterate as we hit or miss goals and milestones. 

More on this in our 𝗚𝗧𝗠 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 𝗮𝗻𝗱 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸.

See the Framework and get the high-res version in the link in the comment below. 👇

If you want more breakdowns like this, subscribe to our newsletter at the link to get weekly insights directly in your inbox. 

✌️

The current GTM AI frenzy reminds me of the same shiny object syndrome that drove Predictable Revenue and Outreach and Salesloft. 

It's not that any of it's wrong. 
It's that GTM leaders overlook fundamentals. 

Here's what we all saw last time.
 - Predictable Revenue came out
 - Outreach and Salesloft came out
 - And it felt like a magic easy button
 - Just hire a bunch of outbound SDRs
 - Buy and implement Outreach or Salesloft
 - Slap together some cadences and templates
 - Reps press "Send All" and watch the money roll in

And this worked for some
And this worked for some time
But response rates ended near zero

Why?

Think about the fundamentals:

 - Do we have the right ICP?
 - And the right Buyer Personas?
 - Do we know our outbound capacity?
 - As in the number of prospects we can work?
 - Have we identified the best prospects to target?
 - And have we segmented similar types of buyers?
 - And created sequences for each of those segments?
 - And trained our reps to do actual research before send?
 - And built a reporting and review engine for management?
 - To identify what's working, what's not, and what to iterate?

If yes, this approach and these tools worked very well. 

If not, they didn't, at least not for long. 
 - Not after we burned through the first batch
 - Got a <1% response rate from our best prospects
 - And had to dig for scraps waaaaaaay outside the ICP

AI is not different. 

There's no magic prompt to write the perfect message to be all things to all prospects. 

If we want AI to work, we need to master the fundamentals. 

✌️

I've had 3 back to back calls with major PE firms facing massive pressure to implement AI in GTM. 

One told me "Even if these AI tools don't add value to GTM, they add value to the company."

I had to digest that one. 

What he was telling me is this:
 - If a company implements AI in GTM
 - And it produces zero impact or improvement
 - Just saying "we have AI" increases company value

I was shocked by this!
But I really shouldn't be. 

I've spent the last +20 years working with PE/VC investors and they're just as susceptible to shiny object syndrome as any other humans.

So I get it.

Everyone is facing this pressure. 

But, as we address it, we might as well create some real value too.  

To do this, we need to master the fundamentals:
 - Pipe Gen
 - Closing and Forecasting
 - Renewals and Expansion

Within each of these is a series of basic steps. 
Unique to each market, each product, each GTM team. 

Many have not defined these steps. 
Many don't know what "good looks like"
Making it extremely hard to replicate "good" with AI. 

For those that have mastered these fundamentals. 
It's FAR easier to look through each step for use cases. 

If you need some help, check out our GTM Efficiency Pyramid. 

This will outline the fundamentals for you. 

So you can quickly get to the shiny objects AND see real value. 

Link below in the comments 👇

✌️

Outbound is not dead!
 - It's working for us
 - It's working for our clients
 - What's dead is Spray and Pray
 - It's pressing "Send All" that's dead
 - Sending generic templates to everyone

Relevant/Personalized outbound works
 - Highly targeted messaging
 - To a very narrow niche of prospects

We see this w/ our clients
 - We see the reports
 - We see what's working
 - We see what's not working

Outbound works when reps reach:
 - The right people
 - In the right companies
 - With the right messaging

Here's how to do this "at scale"

𝗜𝗖𝗣/𝗕𝘂𝘆𝗲𝗿 𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝘀

Most ICP/Persona definitions miss the "ideal" and cast far too wide a net, targeting broad industries and revenue ranges without getting granular enough to define the "ideal" customers. 

𝗖𝗮𝗽𝗮𝗰𝗶𝘁𝘆 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴

Reps have 2,000 accounts and can only cover 200. 

They're missing 90% of the best accounts and/or doing their own analytics to identify them. This is NOT an efficient use of seller's time. 

Instead, we should carefully analyze capacity and give reps the absolute best accounts they can work. 

𝗧𝗲𝗿𝗿𝗶𝘁𝗼𝗿𝘆 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴

Territories need to match capacity with the best accounts and contacts in our ICP/Personas, within that capacity. 

𝗦𝗲𝗴𝗺𝗲𝗻𝘁 𝗧𝗮𝗿𝗴𝗲𝘁 𝗟𝗶𝘀𝘁𝘀

Break territories into segments so reps can focus on one person in one type of company at a time. 

Reps can share far better messaging in far less time if they're focussed on one avatar with one set of challenges. 

𝗖𝗮𝗱𝗲𝗻𝗰𝗲𝘀/𝗣𝗿𝗼𝗰𝗲𝘀𝘀

Define the process reps need to execute to maximize conversion rates on this extremely targeted outbound. 

Define where messaging needs to be personalized/tailored and where it can be targeted with highly relevant templates for each segment. 

𝗘𝗻𝗮𝗯𝗹𝗲𝗺𝗲𝗻𝘁, 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴, 𝗥𝗲𝗽𝗼𝗿𝘁𝗶𝗻𝗴

Train the team and use reports to ensure they're targeting the right people with the right messaging and executing the process. 

This requires active effort and ongoing coaching from management. 

𝗢𝗽𝘁𝗶𝗺𝗶𝘇𝗮𝘁𝗶𝗼𝗻

With this foundation in place, we can get accurate data and look at what's working, what's not, and where we can optimize the targets, messaging and process. 

Pipeline Council is just one way to do this in a more formal way. 

𝗔𝘂𝘁𝗼𝗺𝗮𝘁𝗶𝗼𝗻

Once things are working, we can scale that foundation with automation, AI, and other advanced motions. 

--------------------------

We broke this down in our 𝗢𝘂𝘁𝗯𝗼𝘂𝗻𝗱 𝗘𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸

👉  See the link in comments to get it. 👇

𝗪𝗮𝗻𝘁 𝘁𝗵𝗲 𝗵𝗶𝗴𝗵-𝗿𝗲𝘀 𝗶𝗺𝗮𝗴𝗲? 

Grab it in that same link. 

Or comment "High Res" below 
 - Send a connection request if we're not connected
 - We'll DM it to you

✌️

Improving your CRM won't fix your bad data.
Improving your data won't fix your poor reporting.
Improving your reporting won't fix your poor process.
Improving your process won't fix your poor GTM strategy.
And improving your GTM strategy won't fix your lack of focus.

Your focus is everything.

One buyer
One product
One GTM motion

Just get that right.
Ignore absolutely everything else.

If you're a $1M startup, there shouldn't be anything else.
If you're a $1B public company, you can't fix it all at once.

Your focus will lead to great GTM Strategy
Your focussed strategy will lead to great process
Your focussed process will lead to great reporting
Your focussed reporting will lead to great execution
Your focussed execution will lead to great GTM data
Data will then circle back up to further improve GTM strategy

✌️

I see a lot of CROs set up to fail.
It happens for a lot of reasons, but here's one. 

I met a CRO and CMO a little while back. 

Core Issues:
 - Pipeline mismanaged
 - Inbound leads being ignored
 - Outbound prospecting neglected

Potential customers in their ICP were raising their hands, asking for demos, getting zero response from sales. 

My 1st Reaction:
 - What is the issue?
 - You're the CRO and CMO
 - Just fix the process tomorrow
 - We can help you fix this, and fast

Unfortunately, they had other blockers. 

Second Layer:
 - The CRM is a mess
 - We have 500 custom fields
 - It's a nightmare for our reps

My 2nd Reaction:
 - We can fix this too. What's the issue?

This looked like a tech issue, but it wasn't. 

Third Layer:
 - The CTO built this
 - CRO and CMO are new
 - And CTO says he's got this
 - Except that he's slammed now

My 3rd Reaction:
 - Okay.....
 - The CTO built the CRM
 - And made an enormous mess
 - So much so that sales can't use it
 - Can't follow up with hot inbound leads
 - So you're loosing easy revenue every day
 - We need to get aligned with your CEO on this

What happened next?
 - We couldn't get the CEO into a conversation
 - We spoke with the CTO and ended as you'd expect
 - Leaving the CRO and CMO fighting to swim upstream 

The REAL Core Issue:
 - CEO is not committed to GTM

The CEO is committed to spending money
 - On a competent CRO
 - On a competent CMO
 - On a robust GTM tech stack
 - On marketing spend to drive leads
 - On salespeople to convert those leads

But the CEO isn't committed to understanding it
 - Or making sure it works

As a CEO myself, I get it. 
 - We don't have time to fix every problem

But revenue generation is never something to ignore. 

✌️

There's a good reason salespeople get paid more.
And it's not just that they're closer to revenue. 
It's also not just that it's (in theory) more measurable. 

It's about accountability. 

Think about every other job in a company. 

1. Finance
 - Customers paid late
 - "We followed up. What else can we do?"
 - They still get paid all/most of their comp

2. Product
 - Customers didn't like new features
 - They still get paid all/most of their comp

3. Marketing
 - Leads didn't convert to pipeline
 - We can blame sales for not closing
 - They still get paid all/most of their comp

Etc.

Now, contrast this with sales. 

1. Leads Not Converting
 - Even if they followed up
 - Even if everyone knows leads are bad
 - They lose half their income and/or their job

2. Customers Don't Pay Bills
 - They get clawbacks
 - Sometimes they have to chase them
 - They lose half their income and/or their job

3. Product Features Can't Compete
 - "You need to sell better."
 - "Sell value not features."
 - They lose half their income and/or their job

Sales is one of the few jobs where even when you're right, you can be wrong. 

The one job where no matter what obstacles are thrown in your way you just have to overcome them or deal with the consequences. 

The only job I know of that has more accountability than this....

Bootstrapped Founder/CEO

And sales is one of the best training grounds for it. 

Agree/disagree?

🤔

Most companies define ICP too broadly. 

They look at who they've already sold to.
Pull a report from the CRM.
Filter by company size, industry, revenue.
Call it done.

That's a smart place to start.
But a dangerous place to stop.

Because our easiest wins aren't always our true ideal customers.

We recently had Brady Jensen, CEO of Clear Go-To-Market, on our podcast to talk about how to actually validate ICP.

Not just define it. Validate it.

Here's what he told us:

ICP isn't something we engineer in a conference room.

It's something we discover through direct conversations with the people we're trying to sell to.

Not just our best customers.
Not just the people already in our pipeline.
But the prospects who match our criteria and haven't yet bought.

Brady's process is straightforward:
- Start with a hypothesis based on who buys fastest, expands most, stays longest
- Talk to people who fit that profile
- Test whether they experience the problem
- Test whether they value the solution
- Test whether they would actually buy

You're not just looking for fit.
You're testing for signal.

And here's where most companies fail:

They define ICP once and freeze it.
They don't pressure-test it in the real world.
They don't learn from the "no's."

"You have the ability to learn a ton from people saying 'no'," Brady explains. "Oftentimes, the 'no' is not 'I don't like your product.' It's 'I don't believe I have the problem you say I have.'"

That feedback loop between our ICP hypothesis and the market's response is where high-leverage refinement happens.

But it only works if we're disciplined enough to say no to the wrong customers.

Even when we need the revenue.
Even when the deal is right there.
Even when leadership is pushing for more logos.

"The problem we often see is organizations will just sell to everybody," Brady says. 

"And then they have a bunch of unhappy customers, and they're like, 'I don't know why they're unhappy.' Well, because they were never a good fit."

That lack of discipline trickles down through the entire organization:
- Product builds for the wrong use cases
- CS struggles with misaligned expectations
- Onboarding becomes custom every time
- Renewals suffer
- Team morale tanks

And the biggest thing I've seen from making this mistake myself:

You're less valuable to the right buyers
 - You've underinvested in your real ICP
 - The product isn't as good for them as it could be
 - Nor the marketing materials and sales messaging

Real GTM clarity comes from pairing data with direct customer conversations.

When we understand our buyers really well, we can build a business that serves them really well.

How often are you validating your ICP assumptions with real buyer conversations?

🤔

Read more in tomorrow's 📰 𝙂𝙏𝙈 𝙎𝙘𝙞𝙚𝙣𝙘𝙚 𝘽𝙧𝙞𝙚𝙛  📰

Or listen to the full episode on the🎙𝙂𝙏𝙈 𝙎𝙘𝙞𝙚𝙣𝙘𝙚 𝙋𝙤𝙙𝙘𝙖𝙨𝙩🎙

See comments below for links 👇

✌

What's the first thing I'd do as a new CRO?
I'd hire VAs for every person in GTM

Yep, my first thing would be hiring VAs
 - It wouldn't be AI
 - It wouldn't be fixing the CRM
 - It wouldn't even be the annual plan

All of those things are important. 

But I'd hire a VA for every single person in GTM
 - VAs for every AE
 - VAs for every BDR
 - VAs for every AM/CSM
 - VAs for every marketer
 - VAs for everyone in RevOps

Let's say this costs $10/hr.
That's net, not gross.
No office space.
No benefits or taxes.
Just a straight $10/hr.

Now, imagine the immediate impact.
 - AE has a $1M quota
 - How much time do we need to save?
 - To justify $10/hr for a VA? 
 - AE costs $500/hr in sales quota
 - So a VA needs to save them 1 hour
 - For every 50 hours that VA works for them
 - That's some pretty obvious ROI right there

How about the BDR? 
 - Half that? 25 hours?

How about the AM/CSM?
Or the marketing manager?

Just imagine if the VAs were:
 - Trained in using ZoomInfo/Clay
 - Trained to do basic things in SFDC
 - Trained to do basic things in Hubspot
 - Helping to do manual account research
 - Helping to manually create prospect lists
 - Helping to schedule and confirm meetings

Well I don't have to imagine. 

I've been doing this for ~9 years. 

I've had multiple VAs
I also have a NYC based EA

I cannot even describe the ROI we get. 

And after doing this, I can do the bigger things. 

Knowing what good looks like, we can look at each task and leverage AI. 

But there are always gaps with the AI. We need a "human in the loop."

Do I want that human carrying a $1M quota?

Or do I want someone at $10/hr doing the first pass?

🤔

There's a reason CROs aren't getting what they want from RevOps.

I was on a call like this the other day... 

CRO:
 - RevOps is purely reactive
 - They're not bringing me insights
 - They're not driving revenue growth
 - RevOps doesn't have any North Star

Me:
 - Who do you have on your team

CRO:
 - We have a Salesforce Admin
 - We have a Marketo Admin
 - And we have another admin

Me:
 - Who does RevOps report to?

CRO:
 - They report to this person
 (This person has zero GTM experience)

Me:
 - Asks detailed questions about GTM

CRO:
 - We have poor pipeline hygiene
 - No one trusts it and we can't forecast
 - We're very inconsistent with outbound
 - We don't follow up with inbound leads well
 - We are using over 40 different GTM tools now

Me:
 - I see the issue
 - Unfortunately we're at time
 - I'd like to schedule another call
 - To narrow in on the key priorities here

CRO:
 - Yep!
 - Work with {name} on that.
 - I'm really slammed at the moment. 

Me:
 - The person with zero experience in GTM?

Huh?

🤔

Let me share the real issue here:

1. RevOps has no North Star
 - Because the CRO has no North Star

2. RevOps is purely reactive for a few reasons
 - The CRO isn't investing time with them
 - They also don't have the right experience
 - And reporting to someone with GTM experience

3. There's no prioritization
 - Admins spend all day in tools
 - Because that's what admins do
 - And even if they wanted to stop
 - There's no prioritization to guide them
 - They're flooded w/ requests to update tools
 - With no clear priorities to decide when to say no

4. The GTM Process is broken
 - And none of these folks can fix it
 - Pipeline is a mess bc of the sales process
 - No amount of SFDC config will fix this issue
 - You have to change the process and train people
 - Then you have to drive them to change their actions
 - And I've never once seen an SFDC Admin do this alone

✌️

This guy DM'ed me and I had a full proposal an hour later. 
And I just signed a contract with him.

This was the smoothest buying experience.
 - I get a LI Connection Request with a DM
 - I'm actively searching for this solution
 - I accept it and respond to his DM
 - But I don't know this guy at all
 - I don't want to "jump on a call"

I ask if I can ask questions over DM
 - He says yes
 - So I hit him with questions
 - He asks me some questions too
 - We're essentially into a disco session
 - But then I have to jump into a meeting

When I get back
 - I have another DM
 - With a link to a full proposal
 - With a personalized video walk through

I'm basically sold at this point
 - He understood all my needs
 - The proposal reflected those needs
 - The pricing was very fair and attractive
 - And he shared more details in his video
 - He shared past successes, testimonials, etc
 - He built a lot of credibility in this ~5 min video

So I was sold
 - But I was vetting 3 vendors in total
 - So I took a couple of weeks to evaluate
 - And circled back and signed with him last week

This is how we all want to buy
 - Meet me where I'm at
 - Ask thoughtful questions
 - Answer my questions asap
 - Share details as soon as possible
 - Make it very easy for me to buy from you

✌️

How do you flip a GTM motion from 95% outbound to 95% inbound?

And close deals 4x faster than your competitors while doing it?

We recently had Aviv Canaani, CMO/CRO of Datarails, on our Podcast, to break down how his team built a revenue engine that grew new sales 90% YoY.

Here's what they did:

They engineered speed into every part of the motion.
- Five-minute SLA on demo requests
- Next-day AE availability
- Sales cycles a third of the industry average

They built predictable forecasting systems.
- Every dollar mapped to meetings, opps, revenue
- Conversion rates tied to historical data
- Quarterly targets they could actually hit

They treated GTM like a factory, not separate departments.
- Marketing, sales, RevOps as one machine
- Each team doing their part
- No silos, just coordination

The result?

AEs stopped prospecting. They didn't need to.

The inbound engine was feeding them qualified pipeline.

And their biggest deal in company history?

The lead source was ChatGPT.

This isn't about copying someone else's playbook.

It's about thinking like a systems builder instead of a department head.

When you connect every lever, 
- From inbound to outbound
- From content to conversion
- From SDR to AE...
…you don't just grow faster.

Your revenue becomes more predictable.

How repeatable are your systems today?

🤔

More on this in tomorrow’s 📰𝙂𝙏𝙈 𝙎𝙘𝙞𝙚𝙣𝙘𝙚 𝘽𝙧𝙞𝙚𝙛 📰
Subscribe to get it here: https://bit.ly/49RCm0h

Listen to the full podcast episode on 📰𝙂𝙏𝙈 𝙎𝙘𝙞𝙚𝙣𝙘𝙚 📰 here: https://bit.ly/4agM6Bo

✌️

How do you get an ROI from GTM Ops?
A 0.6% improvement in Close Rate could be enough. 

That's it!

We’re often held back in GTM. 
 - We have broken processes
 - Our team isn’t executing consistently
 - And we don’t have visibility into our GTM

But we can’t get budget to fix it. 
 - Because hiring a sales rep has a “clear ROI” (in theory).
 - And GTM Ops feels harder to measure. 

Let me share a simple way to look at this.

Say we expect to close $25M in new biz w/ a 15% Close Rate.
 - If we improve Close Rate to just 15.6%...
 - We would close an additional $1M in ARR

Here’s the math:

$166.67M of Pipeline
x 15% Close Rate
= $25M Closed Won ARR

$166.67M of Pipeline
x 15.6% Close Rate
= $26M Closed Won ARR

ROI => +$1 million of additional ARR

Now, let’s look at our current situation:
 - Pipeline is very messy
 - Reps chasing unqualified deals
 - Reps are way too busy as a result
 - Reps missing critical steps in sales process
 - We’re not getting access to the right stakeholders
 - We’re not asking the right questions in the journey
 - Mgmt has zero visibility into this in pipeline reports
 - So it’s harder for them to spot these issues in real time 

Could fixing this improve Close Rate by 0.6%?

The answer is pretty obvious.

Now, what about the rest of GTM?
 - Our inbound lead conversion?
 - Our outbound prospecting conversion?
 - Our onboarding, health, and renewal rates?
 - Our generation and closing of expansion opptys?

This is an EXPONENTIAL RETURN
 - More qualified leads
 - More qualified outbound mtgs
 - Higher conversion rates for both of them
 - Means more qualified pipeline for us to close
 - With higher Close Rates, ASPs, and shorter cycles
 - Means more new business this year and the next
 - With higher renewal rates and more expansion opptys
 - Meaning more revenue from each new customer
 - On top of more new customers

It’s all pretty obvious.

And yet, I see GTM teams NOT fix these issues.

Because they’re worried about the ROI…..?

🤔

But I get it.

We get asked this question, because CROs, CEOs, CFOs, get asked this question. So we broke this down in fine detail, with math and visuals, based on EXTREMELY conservative assumptions, to help everyone map out the ROI in GTM Ops. 

Check it out in yesterday’s 📰𝙂𝙏𝙈 𝙎𝙘𝙞𝙚𝙣𝙘𝙚 𝘽𝙧𝙞𝙚𝙛 📰

Get it here: https://bit.ly/3M6IbQu

✌️

Most CROs are stuck playing Whac-A-Mole.

Pipeline dips. They panic. They spin up new campaigns.

Deals stall. They blame the team. They change the comp plan.

Forecast misses. They scramble. They push harder on the same broken levers.

This is what happens when you lead departments instead of building systems.

We recently had Aviv Canaani, CMO/CRO of Datarails, on our podcast. 

His team grew new sales 90% YoY.

Not because they worked harder.

Because they stopped thinking like department heads.

Here's what that actually means:

They connected the entire revenue chain:
- Marketing didn't just generate leads
- They mapped spend to meetings to pipeline to revenue
- Sales didn't just work opportunities
- They fed insights back to optimize the top of funnel
- RevOps didn't just run reports
- They turned data into capacity planning decisions

When meeting volume spiked, they didn't let it become a bottleneck.
They pushed HR to hire faster.

When demo requests came in, they didn't let them sit.
They built a five-minute SLA and next-day availability.

When forecasting felt like guesswork, they didn't accept it.
They built conversion benchmarks tied to historical data.

Every part worked together.

Like a factory line, not separate departments.

Most revenue leaders are optimizing individual functions:
- Better marketing campaigns
- Better sales training
- Better CS processes

But they're not connecting them into one engine.

So when one part improves, another breaks.

When demand spikes, capacity can't handle it.
When data is needed, it's not trustworthy.

That's the difference between tactics and architecture.

Tactics fix today's problem.
Architecture prevents tomorrow's fire.

Are you building systems or managing departments?

🤔

More on this in our last issue of 📰𝙏𝙝𝙚 𝙂𝙏𝙈 𝙎𝙘𝙞𝙚𝙣𝙘𝙚 𝘽𝙧𝙞𝙚𝙛 📰
Get it here: https://bit.ly/4inXUXG

Listen to the full podcast episode on 📰𝙂𝙏𝙈 𝙎𝙘𝙞𝙚𝙣𝙘𝙚 📰 here: https://bit.ly/4rgmRYO

✌️

Nothing feels more meta than consulting in RevOps while operating as CEO and CRO in my own company. 

RevOps
 - We work with CROs and CEOs
 - We try to help them build processes
 - We try to help them get insights from data
 - We try to help them use data to plan better
 - We try to help them build a repeatable machine

CRO
 - I try to practice what I preach
 - We've built all these processes here
 - We have all the data our customers want
 - We review that data in our weekly team mtg
 - We plan carefully based on this data 

CRO (Small Business)
 - I don't have a big team
 - So I'm also selling and marketing
 - And also doing some CS work as well
 - Working on the front lines every single day
 - I'm creating marketing content all by myself
 - And also working with our team to create more
 - And tracking all marketing through to won revenue
 - And taking inbound leads, selling, closing deals myself
 - And outbound prospecting and pipeline mgmt every day
 - And hiring, training and managing our salespeople as well
 - And tracking our NRR and working with my SVP of Delivery

CEO
 - And then I step out of GTM
 - And it's the same types of things
 - How is the rest of the business working?
 - When do I work ON the business, not just IN it?
 - Do we have defined processes and metrics in place?
 - What are we spending and what revenue is it generating?

And ALL of this comes down to just a few things.

In somewhat reverse order of importance:

1. Process
 - Do we have clear process?

2. Execution
 - Are we executing that process?

3. Efficiency
 - Is this profitable?

4. Focus
 - Are we focused on the right things?
 - Or trying to do too many things at once?

Notice I didn't mention strategy. I still don't know what that word means. I think, whatever it is, it comes from focus, from thinking about the same thing day after day after day until you figure it out, or decide to walk away. 

✌️

Your outbound motion isn't working.
Is it a message problem or an audience problem?

Most teams assume it's the message.

So they rewrite the sequences.
Test new subject lines.
A/B test the CTAs.

But the real issue is simpler.

They're targeting the wrong people.

Brady Jensen, CEO of Clear Go-To-Market, puts it this way: "If your outbound motion doesn't work… you either have a message problem or an audience problem."

Here's how to tell the difference.

If you're reaching out to people who:
- Don't believe they have the problem you're solving
- Don't think the problem is worth solving
- Aren't actively looking for a solution

No message will fix that.
You're talking to the wrong audience.

This is why ICP validation matters.

It's not about building the perfect persona deck.
It's about testing your hypothesis against real market resistance.

Brady's approach is straightforward:
- Talk to prospects who match your ICP criteria but haven't bought yet
- Don't pitch. Listen.
- Look for patterns in the "no's"

"You have the ability to learn a ton from people saying 'no'," he explains.

The friction you hear tells you:
- Whether they recognize the problem
- Whether they've tried to solve it before
- What triggers them to evaluate new solutions
- Who inside their org feels the pain most

That feedback loop between your ICP hypothesis and the market's response is where the real refinement happens.

It's how you avoid building strategy around people who look right on paper but aren't ideal customers in practice.

And it's why your outbound motion is actually a discovery tool.

When prospects consistently say no, they're telling you something.
The question is: are you listening?

What's your outbound response rate telling you about your ICP?

🤔

More on this in the latest 📰𝙂𝙏𝙈 𝙎𝙘𝙞𝙚𝙣𝙘𝙚 𝘽𝙧𝙞𝙚𝙛 📰
Listen to the full podcast episode on 🎙𝙂𝙏𝙈 𝙎𝙘𝙞𝙚𝙣𝙘𝙚🎙

Links below in the comments 👇

✌️

There’s a BIG hidden cost to complex comp plans. 
Reps lose motivation because they don’t understand them. 

Any more than 3 variables loses reps. 

Let me walk through a personal example.

Variable 1:  You earn 10% of all contracts.
 - Simple enough
 - If I close a $100K deal
 - I get paid $10K in commission
 - That hits my bank on February 1
 - And I can book that ski trip if it closes!

This is motivating for a rep.
They can visualize the outcome.

Variable 2: 5% for one-time deals
 - So now it’s….
 - 10% for recurring
 - 5% for one-time deals
 - My deal was $80K SaaS
 - And 20K for implementation
 - So now it’s…
 - Harder to do the math
 - 10% x $80K = $8K
 - 5% x $20K = $1K
 - Total = $9K

Okay, I got there.
The ski trip could still be on!
Let’s close this deal as soon as I can!

Variable 3: 2X boost for multi-year
 - So now it’s….
 - 10% for recurring
 - 5% for one-time deals
 - And another 10% for 3yr deals
 - Okay, so I’ve got that in my deal here
 - 10% x $80K = $8K
 - 5% x $20K = $1K
 - 10% x 80K = $8K
 - Total = $17K

Alright, that was harder to calculate but I’m still here. 

Variable 4: 1.5X boost if Product X is included
 - Okay, I give up.
 - I’m working 15 deals
 - Some have Product X
 - Some have multi-year
 - Some have implementations
 - But I’d need an excel sheet to do this math

I personally experienced this as an AE at Salesforce.
 - We got comped on….
 - Percent of Closed Won $
 - Accelerators at different levels of quota
 - And more accelerators for multi-year deals 
 - And some other stuff that I never remembered

I vividly remember some spiff where I was like….
“I have no idea if focusing on this will make me money or cost me money so I’m just going to ignore it and keep my head down and work the plan I understand.”

And FWIW, I am a math nerd.
But I couldn't justify spending all day in Excel
When I had an extremely difficult quota to hit

This is a common comp failure we see.
 - Companies over-engineer comp plans.

The other common failures?
- No deal reporting standards (every rep records deals differently)
- No commission cutoff process (deals close after payroll runs)
- No formal approval chain (nobody knows who approved what)
- No process documentation (comp rules exist in someone's head)

And all of these stem from that complexity. 
Reps are confused.
Managers are confused.
RevOps is also confused.
Finance is confused as well.

So, instead of motivating reps.
We’re frustrating them and burning valuable time. 

What’s the worst comp plan you’ve seen?

🤔

More on this in yesterday’s 📰 𝙂𝙏𝙈 𝙎𝙘𝙞𝙚𝙣𝙘𝙚 𝘽𝙧𝙞𝙚𝙛 📰

We broke down the common mistakes companies make building commissions plans and how to fix them.

Get it in the link below in the comments 👇
Or click “View my blog” at the top of this post 👆

✌️

NEON Triforce

NEON Triforce exists for B2B scale-ups who have outgrown “heroic selling” and gut-feel dashboards – but don’t yet have a strategic RevOps engine to match their ambitions.

I work as a Fractional VP of RevOps for companies roughly between €15–150M who have grown quickly in headcount and revenue, and now feel the drag of complexity: more tools, more meetings, more initiatives… and less clarity.

Together, we install the Lean Revenue Factory:

– Four-capability scan – We score customer value from insights, revenue generation efficiency, enablement (people, tech, AI, data, ecosystem), and governance & execution from Level 1–4. This shows where the real constraint is and what “good” would look like in your business.

– One-page strategy – We put your 3–5 year goals, this year’s targets, the strategic programs, and accountable owners with KPIs on a single page that everyone can see and use.

– Revenue Insights Room – We design a single visual space where your leadership team lives with the same numbers every week: revenue metrics, funnel, customer signals, experiments and key risks.

– Operating cadence – We streamline your existing meetings into a quarterly, monthly and weekly rhythm that replaces status updates with decisions, experiments and follow-through.

My aim is not to camp inside your organisation. In 90 days we build and run the first version of the engine together, and then I coach your RevOps lead and GTM leadership so they can own and improve the system without me.

Typical results: clearer trade-offs, fewer zombie initiatives & meetings, and a revenue engine that finally feels like it matches the ambition in your board deck.

Founder

Winning by Design

The Winning by Design Ambassador Program is a tight knit community of like-minded GTM leaders, who embrace scientific, sustainable revenue growth at SaaS & Technology businesses.

We have mastered and apply the 6 models of Revenue Architecture to create profitable and fast scaling organizations.

Ambassador

I speak at events and guest on podcasts about applied innovation, digital strategy, marketing technology/operations, and more.

- MarTech World Forum London 2024
- Humans of MarTech 2024
- Ops Cast 2024 (5th most listened-to episode of the year!)
- IoT Tech Expo 2021
- Emerce 2019
- Live Webinar on Lean Startup 2015
- HR Top 100 2015
- Career Expo 2015

Public Speaker/Podcast guest

RevGenius

RevGenius is a group of revenue generating sales and marketing professionals brought together to learn, share, support, and grow with each other. You can consider us your alt work family!

Member

The Martech Weekly

Responsible for the agenda, speakers, and content for the Martech World Forum London 2024.

After a great event, we loved working together, so I stayed on to advise the Martech Weekly on new business and services development.

Content Lead Europe & Strategic Advisor

Feenstra

At Feenstra, I am working on a pivotal transition towards customer-centric sales and service delivery through the strategic selection, implementation, and utilization of novel Sales Tooling and Digital Experience Platform (DXP).

GTM Architect (via Conclusion)

Conclusion Consulting

As a GTM Operations Consultant at Conclusion Consulting, my mission is to devise and implement powerful strategies tailored to our clients' specific needs in their transformations.

Operating within a robust ecosystem of over 27 specialized companies, I foster interconnectedness and push the boundaries of innovation, utilizing technology to sculpt memorable customer journeys. 

At Conclusion Consulting, we redefine business futures through technology, and my goal is to ensure these futures are customer-centric, digitally optimized, and truly impactful.

GTM Operations Consultant

PostNL

In my role as Senior Program Manager Digital Transformation I worked directly with the CDO on the realization of PostNL's Digital strategy. As part of my activities I
• Directly managed the Digital portfolio (~25M) as portfolio manager for all Digital initiatives within PostNL (SAFE). This included new business models, consumer channels (app, website), consumer services, consumer data initiatives and customer journeys. 
• Challenged and coached product owners on solution direction, IT estimations, costs, benefits, expected NPS impact and more. This resulted in increased benefits and overall value of digital initiatives.
• Managed the Digital BU yearly strategic plan.
• Managed and collaborated in company wide strategic programs like Digital platform competitor scan, Digital vision, companywide IT roadmap prioritization, Digital Customer transformation and Customer Data Platform (CDP) in both B2B and B2C sphere.
• Built and managed relations with the Digital MT and other directors to facilitate the Digital strategy implementation.

Senior Program Manager Digital Transformation

Sia Partners

Within Sia Partners I was P&L responsible for the Marketing Technology unit and directly managed a team of Marketing Technology consultants (manager - junior). As manager Marketing Technology I sold and managed engagements including: 
• Digital marketing capability map and maturity assessment.
• Redesign of a marketing technology stack.
• Selection and global rollouts of new digital marketing platforms (CDP & DAM).
• Established a strategic personalization program.
Clients included: global shipbuilding, sportswear brand, FMCG and pharmaceutical companies.

Manager and practice lead Marketing Technology

Acquire and expand customers quicker, cheaper, and for longer | Coaches B2B scale-ups scale more efficiently and effectively through proven frameworks | Organizing the MarTech World Forum London 2024

If your board or investors ask simple revenue questions and three people disappear into Excel, you’re who I work with.

I help €15–150M B2B scale-ups build a strategic RevOps engine, the Lean Revenue Factory, so they can execute ambitious growth plans in 90 days without a reorg or hiring a full-time VP RevOps.

We always start the same way:
we run a 4-capability maturity scan, so we know where the real constraint is before we touch anything else:

1️⃣ Customer value from insights – how well you turn real customer insights into an improved experience.
2️⃣ Revenue generation efficiency – which motions actually make money, and where the funnel is leaking.
3️⃣ Enablement – people, tech, AI, data, and ecosystem as levers instead of friction.
4️⃣ Governance & execution – how fast you can refocus work when markets change.

Once we can see where you’re strong and where you’re stuck, we turn that insight into action through three simple structures:

One-page Strategy – your 3–5 year goals, this year’s targets, the key programs, and clear owners with KPIs for each.

One Revenue Insights Room – a single visual space where you see core revenue metrics, funnel, customer insights, experiments, and key risks.

One Operating Cadence – a lean rhythm of quarterly, monthly, and weekly meetings that replaces status calls with data-driven decisions and follow-through.

The capabilities tell us what to fix first.
The one-page strategy, Revenue Room, and cadence are how we actually fix it and keep it running.

I’m Rutger Katz, Fractional VP of RevOps. For 15+ years I’ve helped B2B and technology companies turn growth strategies and scattered data into shipped changes that show up in pipeline, win rates, and NRR – not just in slide decks.

The companies I work with are in the “messy middle”: past product–market fit, growing fast, and feeling the drag of complexity. 
They usually have a working sales & marketing engine (often after a funding round), lots of parallel initiatives, and low confidence that strategy, metrics, and weekly execution are truly in sync.

When the Lean Revenue Factory is in place, the result is simple:
- Clean, defensible numbers in front of your board and investors
- Clarity on where the pipeline is really leaking in minutes, not weeks
- A team that feels like a high-performance unit, not a group stuck in status meetings

If you recognize this and you want a strategic RevOps engine rather than yet another dashboard, let’s talk.

👉 Send me a message with the word REVOPS and I’ll share how a 90-day Lean Revenue Factory rollout could look for your company.

Rutger Katz

I've known I have ADD since university. Ritalin to finish papers. Five years to find a degree that actually held my attention, then finished in record speed.
 
At some point I thought: if my brain won't work the way it's supposed to, I'm going to figure out why.
 
So I studied neuroscience. Did my thesis on why high intelligence and ADD, ADHD, autism, dyslexia travel together so often. Spoiler: it's by design. 

Built VR illusions. Programmed agentic AI in social robots. This was 15 years ago.
 
Turns out my brain wasn't broken. It just needed harder problems.
 
Didn't stop me spending years trying to find the right fit though. I always wanted to work with the big brands for the prestige.
 
So I did. Unilever. Adidas. Lego. Nike.
 
Not as glamorous as you'd think.
 
The bigger the organisation, the less impact you can have. More layers. More approvals. More "let's align on this next quarter."
 
Wrong structures. Wrong assignments. Wrong problems to solve.
 
Eventually I asked the obvious question: why do I keep doing this?
 
Honestly? I was scared. Kept hoping I'd find a consultancy that got it. A safe haven where I could do the work I wanted without going it alone.
 
Spoiler: that place doesn't exist.
 
The only times I was actually happy were building something new. Models, frameworks, a huge innovation lab.
 
Solving complex puzzles. Like designing a three-year roadmap in two months that aligned marketing, sales, customer success, finance, and tech. The solution even won an award.
 
Complex systems with multiple moving parts. Seeing how it all fits together. Twisting the knobs and dials until the whole thing runs like an efficient machine. That moment when the puzzle clicks.
 
That's what keeps me buzzing.
 
That's why I 𝗹𝗼𝘃𝗲 RevOps. Why I build whole systems, not point solutions. Why scale-ups make sense and enterprises don't.
 
This year I stopped looking for permission.
 
Now I choose the work. Scale-ups. Founders. RevOps teams with 50 browser tabs open who thrive on solving a different problem every day.
 
People whose brains work like mine.
 
Building systems that fit how they actually think instead of forcing them into structures that don't.
 
 
If this hit something, I'd love to hear your story.

Rutger Katz 🏎️

I architect trusted pipeline, forecasts & NRR to grow €20–100M B2B SaaS | From GTM fire drills to a revenue engine you can steer in 90 days 🏎️ | Fractional VP of RevOps

𝗚𝗧𝗠 𝗘𝗻𝗴𝗶𝗻𝗲𝗲𝗿𝗶𝗻𝗴 𝗶𝘀 𝘁𝗵𝗲 𝗵𝗼𝘁𝘁𝗲𝘀𝘁 𝗷𝗼𝗯 𝗶𝗻 𝗕𝟮𝗕 𝗶𝗻 𝟮𝟬𝟮𝟱.
Funny. I was doing the same work in 2012. We just called it something else, remember growth hacking?
 
CROs, if your board is asking why you haven't hired a GTM Engineer yet, here's what I'd tell them:
 
Twelve years ago I was implementing CDPs into B2C organisations.
 
Collecting signals from cookies. 
Storing customer truth in one place. 
Running personalisation based on everything we knew.
 
That's GTM Engineering. We just didn't call it that.
 
Clay is basically a CDP for B2B. It collects external signals and enriches what you already have. Only difference is you're storing customer truth in your CRM instead of the platform itself.
 
Intent data enrichment? We called that behavioural scoring. 
Personalised sequences at scale? That was Martech automation.
 
B2B copies B2C. Always has. Just with a 10-year lag and fancier job titles.
 
GTM Engineering isn't a new discipline.
 
It's the experimentation layer of Revenue Operations. Always has been.
 
The reason most RevOps teams never got to it? They were drowning in dashboard requests and firefighting.
 
So before you hire a GTM Engineer, ask yourself:
 
Does my RevOps team have room to breathe?
 
If the answer is no, that's your first fix. 
One dashboard for leadership. 
Hard stop on out-of-scope builds. 
80% building value, 20% max on firefighting.
 
Do that, and you don't need a separate hire.
 
You need the team you already have. With space to actually experiment.
 
 
𝗛𝗼𝘄 𝗺𝘂𝗰𝗵 𝗼𝗳 𝘆𝗼𝘂𝗿 𝗥𝗲𝘃𝗢𝗽𝘀 𝘁𝗲𝗮𝗺'𝘀 𝘁𝗶𝗺𝗲 𝗶𝘀 𝘀𝗽𝗲𝗻𝘁 𝗳𝗶𝗿𝗲𝗳𝗶𝗴𝗵𝘁𝗶𝗻𝗴 𝗿𝗶𝗴𝗵𝘁 𝗻𝗼𝘄?

𝗚𝗼𝗼𝗱 𝗻𝗲𝘄𝘀, 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲.  
NEON Triforce is now officially… 
𝘈𝘐-𝘱𝘰𝘸𝘦𝘳𝘦𝘥.
 
Apparently, you can’t sell B2B services in 2025  
unless a model with commitment issues has blessed them.
 
So yes.  
We finally did it.  
We bent the knee to the Algorithm Overlords.
 
To celebrate, I made a video of me receiving the sacred “AI-powered” stamp.  
The stamp was… unexpectedly hot.
 
Nothing says “innovation” like getting third-degree burns for a marketing asset.
While being laughed at by a giant (I'm only 1.78).

 
But hey, it’s 2025.  
Why trust 15+ years of experience, pattern recognition, market context, and actual conversations… 
when you can trust a stochastic parrot that confidently hallucinated its way through your ICP?
 
Because who wouldn’t want their GTM diagnosed by:  
• A 23-year-old “AI consultant.”  
• Running a high-ticket cohort  
• Who mostly binged Alex Hormozi clips at 1.75x  
• And now sells “done-for-you AI-powered everything” for the price of a small car
  
 
So here it is:  
My service offering is now officially “𝗔𝗜-𝗽𝗼𝘄𝗲𝗿𝗲𝗱.”  
The stamp says so.  
The burn marks say so.  
My dignity… not so much.
 
If you want to experience the magic, visit here 𝘄𝘄𝘄.𝗻𝗲𝗼𝗻𝘁𝗿𝗶𝗳𝗼𝗿𝗰𝗲.𝗰𝗼𝗺/𝗰𝗵𝗲𝗰𝗸𝘂𝗽 where an LLM will tell you 
–  in the most beautifully snarky way possible –  
where your GTM maturity sits  
and what you could do over the next four weeks to improve.

There's even a secret hardcore mode with high scores. 🔥

 
And because we live in the golden age of shortcut culture and comment meta:  
if you want to make your own video with the “scalding-hot AI stamp”…  
comment “𝘀𝘁𝗮𝗺𝗽 𝗺𝗲” below.
 
I’ll send you the exact prompt I used.  
No learning required.
 
Why spend 10 minutes figuring something out  
when you can outsource all thinking  
to a machine that also wants your job?
 
Welcome to the future.  
Everything is AI.
 
Well… unless you’re a plumber.  
Those folks still need actual skills.  
At least until Elon finishes his Terminator 🤖.

The RevOps job description: "Drive alignment across revenue teams."

The actual job: Professional translator between three teams who speak different languages while being a part-time firefighter.

𝗪𝗵𝗮𝘁 𝗖𝗥𝗢𝘀 𝗲𝘅𝗽𝗲𝗰𝘁 𝘄𝗵𝗲𝗻 𝘁𝗵𝗲𝘆 𝗵𝗶𝗿𝗲 𝗥𝗲𝘃𝗢𝗽𝘀:

• Drive alignment across Sales, Marketing, and Customer Success
• Create data-driven decision making culture
• Build scalable processes and attribution models
• Provide accurate forecasting and pipeline insights
• Be the strategic backbone of revenue growth

𝗪𝗵𝗮𝘁 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗵𝗮𝗽𝗽𝗲𝗻𝘀:

• Asked to "drive alignment" with zero authority or agency
• Sales won't log activities. Marketing won't tag campaigns. CS won't record churn reasons.
• CRO wants "one source of truth" while Sales calls prospects "opportunities" and Marketing calls downloads "MQLs"
• "Can you pull that data real quick?" means 6 systems, 4 hours of data cleanup, and 1 breakdown
• Expected to forecast pipeline accuracy when reps log "sent follow-up email" for every activity
• Blamed when deals are missing from forecast. Nobody mentions the 47 unlogged conversations.
• Your tech stack is 23 tools held together with Zapier and sheer determination
• Everyone wants their own dashboard. 
• Budget for tools: unlimited. Budget for people: $0.
• Leadership decides to "completely rebuild Salesforce" during peak selling season
• Explaining why MQL ≠ SQL for the 73rd time while Marketing argues their leads are "sales ready"
• Sales and Marketing blame each other in Slack. You're the permanent referee.
• "Why is our attribution model broken?" Because nobody follows the campaign tracking process you built.
• Asked to analyze deal velocity while half the pipeline sits in "Discovery" for 8 months
• Invisible when revenue hits target. First person blamed when it doesn't.
• Family thinks you "work in sales." LinkedIn thinks you're "in IT."
• Expected to be the "strategic backbone" while fielding requests like "can you make this field required?"

You're basically preventing revenue chaos with pivot tables and the occasional stress cry in your car.

The person keeping your entire revenue engine from falling apart probably needs more than a Zapier subscription and good vibes.

🫠

If I were a CRO planning for efficient growth in 2026, I'd fix these 5 leaks first.

Not pipeline problems.
Not underperforming reps.
Not your lack of AI.

The actual leaks draining millions. With fixes that don't require a re-org.

The five leaks:

𝟭. 𝗗𝗶𝗿𝘁𝘆 𝗙𝘂𝗲𝗹 - ICP, motions, and pricing misalignment
𝟮. 𝗕𝗿𝗼𝗸𝗲𝗻 𝗗𝗮𝘁𝗮 - Same metric, five different numbers
𝟯. 𝗖𝗵𝗮𝗼𝘁𝗶𝗰 𝗛𝗮𝗻𝗱𝗼𝗳𝗳𝘀 - Leads stall, customers lose interest
𝟰. 𝗜𝗻𝗲𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲 𝗥𝗵𝘆𝘁𝗵𝗺 - Meetings multiply, decisions don't
𝟱. 𝗕𝗹𝗮𝗺𝗶𝗻𝗴 𝘁𝗵𝗲 𝗗𝗿𝗶𝘃𝗲𝗿𝘀 - Churn leadership, ignore the system

Swipe through the images for the full breakdown of each.

See the pattern?

Most scale-ups blame the wrong things. The CRM. The reps. Marketing. Sales. Each other.

Then they schedule another meeting to talk about it.

What they don't do is get in a room together and go after the actual leak.

Each of these has a fix. None require a re-org.

Most companies will read this, nod, and go back to blaming their newly appointed CMO.

The ones that don't will fix the actual problem.

If you want to identify which leak is hitting you hardest, I put together a 10-minute diagnostic. 

Link in my featured section -> Rutger Katz 🏎️ .

5 revenue leaks

If your GTM isn’t compounding, it’s probably running on the wrong 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝘀𝘆𝘀𝘁𝗲𝗺 👇
 
After 50+ diagnostics, Jacco van der Kooij and the team at Winning by Design found the same pattern over and over:
 
🔹 #𝟭 𝗲𝗻𝗮𝗯𝗹𝗲𝗿 𝗼𝗳 𝗰𝗼𝗺𝗽𝗼𝘂𝗻𝗱𝗶𝗻𝗴 𝗴𝗿𝗼𝘄𝘁𝗵  → A 𝘴𝘩𝘢𝘳𝘦𝘥 operating model (one language, one cadence, one room of truth)
 
🔸 #𝟭 𝗶𝗻𝗵𝗶𝗯𝗶𝘁𝗼𝗿  → The 𝘢𝘣𝘴𝘦𝘯𝘤𝘦 of that operating model

A shared language, GTM cadence, clear ICP, pricing structure, and CS playbooks -> these aren’t “nice-to-haves.” 
They are the foundation of growth that lasts. 

What I know from talking with multiple CRO's in the 20-50M range is that what got you here, won't get you there.

At ~𝟮𝟬𝗠 𝗔𝗥𝗥, most companies run on the “𝗵𝗲𝗿𝗼 𝗢𝗦”:
 
• Pipeline reviews = opinion debates
• Stages and ICP mean different things per team
• Strategy lives in slides, not in one shared room
• Rigorous sales qualification? We don't need it.
 
That OS can 𝘫𝘶𝘴𝘵 𝘢𝘣𝘰𝘶𝘵 get you to 20–30M.
 
The step to 𝟱𝟬–𝟭𝟬𝟬𝗠 𝗔𝗥𝗥 needs a 𝗚𝗿𝗼𝘄𝘁𝗵 𝗢𝗦:
 
• One operating model and cadence across GTM
• Forecasts with bands that leadership actually trusts
• Weekly strategic decisions that show up as shipped changes, not new slides
• Prospect and customer signals are collected and used for continuous improvement.
 
If your GTM feels harder every quarter, it’s probably not a “pipeline problem”.  
It’s your operating system aging out of its ARR band.
 
I’m breaking this Growth OS down piece by piece over the next weeks. 
Follow me if you’re scaling from 20–100M ARR and want the operating system, not another ‘playbook’.

Your C-suite is more neurodivergent than you think.
 
At 100+ people, that shared genius starts to clash, hard.
 
Without boring, beautiful RevOps, chaos quietly wins every quarter.
 
 
I say this as someone who’s neurodivergent myself 👋 (ADD).
 
I’ve worked 𝘧𝘰𝘳 and 𝘸𝘪𝘵𝘩 a lot of neurodivergent C-suite leaders. It’s exhilarating:
 
• The energy  
• The ideas  
• The speed  
• The radical honesty
 
Neurodivergence is a superpower at the founder / exec level. It’s often the 𝘳𝘦𝘢𝘴𝘰𝘯 the company exists in the first place.
 
But here’s the part most teams don’t like talking about:
 
That same superpower scales… 𝗰𝗵𝗮𝗼𝘀.
 
At 10–20 people, it feels like “move fast”.  
At 50–80, it starts to feel muddy.  
At 100+, it becomes an operating risk.
 
You see it when:
 
• Priorities change every other week  
• Sales keeps selling “whatever works”  
• Ops is constantly in clean-up mode  
• Your CRM is a garbage bin
 
All that beautiful, buzzing energy? It quietly burns people out.
 
 
I’ve felt this first-hand.
Great leadership, warm connection, amazing vision.
Chaotic meetings, lack of focus, emotional outbursts.
 
What I have seen over 15 years:
 
• Founders: often neurodivergent  
• Top salespeople: often neurodivergent  
• Best builders / engineers: often neurodivergent
 
In big rigid enterprises, a lot of these people quietly “die inside” (me included). So they move to startups and scale-ups where there’s energy, money, freedom…
 
…and then the company hits the scaling growth wall.
 
 
This is where “boring, beautiful RevOps” actually matters.
 
Not to 𝘵𝗮𝗺𝗲 neurodivergent people.  But to 𝗽𝗿𝗼𝘁𝗲𝗰𝘁 them and everyone else.
 
You need:
 
• Enough structure to be scalable  
• Enough standardization to be predictable  
• Enough freedom for the crazy ideas that change the game
 
Think of RevOps and operating systems as a 𝘣𝘶𝘧𝘧𝘦𝘳: they let neurodivergent founders and sellers run hot 𝘄𝗵𝗲𝗿𝗲 𝗶𝘁 𝗰𝗼𝘂𝗻𝘁𝘀, without their chaos flooding the entire organization every quarter.
 
 
If you’re a neurodivergent founder or sales leader with 50 colleagues or more, ask yourself:
 
“Do we have systems that let our brains be an asset…  without turning the rest of the company into collateral damage?”
 
If the honest answer is “not really”, that’s the real growth constraint, not “more leads” or “better salespeople”.
 
Curious: are you seeing this in your org too? 
Neurodivergent brilliance at the top… and quiet chaos underneath?

Most “pipeline problems” in €10–50M B2B SaaS are not pipeline problems.
They are fuel problems.
 
If everyone can buy, no one is ICP.  
And when ICP, motions, and pricing don’t match, every deal feels uphill and CAC quietly explodes.
 
𝗦𝗶𝗴𝗻𝗮𝗹𝘀 𝘆𝗼𝘂 𝘄𝗶𝗹𝗹 𝘀𝗲𝗲
(If these feel familiar, the leak is already open wide)

• Everyone who buys is “ICP”. No tiers, no clear no-go list.
• Low fit deals clog the funnel while obvious high fit wins get ignored.
• Discounts and one-off exceptions show up in almost every deal.
 
𝗪𝗵𝗮𝘁 𝗶𝘀 𝗿𝗲𝗮𝗹𝗹𝘆 𝗴𝗼𝗶𝗻𝗴 𝗼𝗻
 
• Nobody has made hard choices on who you serve, how you sell, and on what terms.
• Motions do not match deal size or complexity, they all blend together.
• Pricing and qualification rules are vague, so every team improvises.
 
𝗙𝗶𝘅 𝘁𝗵𝗲 𝗳𝘂𝗲𝗹 𝗺𝗶𝘅 𝗶𝗻 𝗼𝗻𝗲 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝘀𝗲𝘀𝘀𝗶𝗼𝗻
 
• Bring in Marketing, Sales, CS, and Finance into one 60 minute segment review
• Identify 1–3 "clean fuel" segments that feel light to sell, onboard, and expand.
• Turn them into A, B, C tiers plus a simple no-go list, each with one primary motion and SLA.
• Set pricing rules per tier: list price, discount floors, who can approve exceptions.
• Review win rate, cycle time, and NRR by tier every quarter and adjust the map.
 
This is the foundation every other motion sits on.

ICP should not mean "I Can Pay". It should mean "𝗜 𝗖𝗮𝗻 𝗦𝘁𝗮𝘆"
 
In most GTM reviews I run with €10–30M SaaS, this single leak hides 𝟮𝟬-𝟰𝟬% 𝗖𝗔𝗖 𝘄𝗮𝘀𝘁𝗲.  Fix the fuel and a lot of “pipeline problems” disappear.

I turned this into a 𝗼𝗻𝗲-𝗽𝗮𝗴𝗲 𝗙𝘂𝗲𝗹 𝗠𝗮𝗽 𝘄𝗼𝗿𝗸𝘀𝗵𝗲𝗲𝘁 plus a 𝟲𝟬 𝗺𝗶𝗻𝘂𝘁𝗲 𝗙𝘂𝗲𝗹 𝗖𝗵𝗲𝗰𝗸 𝘄𝗼𝗿𝗸𝘀𝗵𝗼𝗽 I run with GTM leadership teams. 
If these signals look familiar and you want the worksheet (and a peek at how I run the session), comment 𝗙𝗨𝗘𝗟 and I’ll send it over.

𝗦𝗲𝗿𝗶𝗲𝘀 𝗿𝗲𝗺𝗶𝗻𝗱𝗲𝗿  
This is 𝗽𝗮𝗿𝘁 𝟭 𝗼𝗳 𝟱 in my Revenue Engine Leak series.  
Next up: 𝘙𝘦𝘷𝘦𝘯𝘶𝘦 𝘓𝘦𝘢𝘬 2 – 𝘎𝘢𝘳𝘣𝘢𝘨𝘦 𝘋𝘢𝘵𝘢 𝘷𝘴 𝘊𝘭𝘦𝘢𝘯 𝘚𝘪𝘨𝘯𝘢𝘭𝘴.  
Follow me to see the whole set🔔.

𝗜𝗳 𝘆𝗼𝘂 𝗵𝗮𝘃𝗲 𝟭𝟱 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀, 𝘆𝗼𝘂 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗵𝗮𝘃𝗲 𝘇𝗲𝗿𝗼.

Every CXO I know has the same full calendar. 
Back-to-back meetings from 9 to 6. Barely time to think. And somehow, at the end of the week, almost nothing got decided.

Monday: pipeline review. Tuesday: forecast call. Wednesday: strategy sync. Thursday: initiative kickoff. Friday: retro on why nothing moved.

Rinse. Repeat. Nothing changes.

Here's the thing. Once your org hits 70+ people, this gets exponentially harder. More people need to align. More opinions in every room. Less focus on what actually matters. When everyone grabs the wheel, the car veers off course.

Leadership announces a new priority. Teams scramble. Another priority lands before the first one finishes. Old initiatives never die. New ones keep stacking. Nobody believes anything will stick.

𝗛𝗼𝘄 𝘁𝗵𝗶𝘀 𝘀𝗵𝗼𝘄𝘀 𝘂𝗽:

• Meetings end without decisions, owners, or dates.
• Priority list has 10+ items. Everything is urgent. Nothing moves.
• New tools and re-orgs arrive monthly. Old ones never stop.
• Calendar is packed. Output is flat.
• Teams stop trusting the next program.

𝗬𝗼𝘂 𝗱𝗼𝗻'𝘁 𝗵𝗮𝘃𝗲 𝗮𝗻 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 𝗽𝗿𝗼𝗯𝗹𝗲𝗺. 𝗬𝗼𝘂 𝗵𝗮𝘃𝗲 𝗮 𝗿𝗵𝘆𝘁𝗵𝗺 𝗽𝗿𝗼𝗯𝗹𝗲𝗺.

𝗪𝗵𝗮𝘁'𝘀 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗯𝗿𝗼𝗸𝗲𝗻

• No operating cadence. Weekly, monthly, quarterly blur together.
• No core meetings for performance, planning, and customer insight.
• No work-in-progress caps. Anyone can start projects. Nobody stops them.
• Priorities get defined in meetings, not in a system.
• Decisions aren't logged. Same debates restart monthly.

𝗙𝗶𝘅 𝘁𝗵𝗲 𝗿𝗵𝘆𝘁𝗵𝗺 𝗶𝗻 𝗼𝗻𝗲 𝗵𝗼𝘂𝗿

60-minute session with your leadership team:

1. Define three core revenue meetings: Weekly Performance, Monthly Steering, Quarterly Strategy.
2. Give each meeting one job. Performance review. Decision-making. Planning. Not all three.
3. Then structure each around: Purpose, Product (of the meeting), Participants, Probable issues, Process.
4. Set work-in-progress caps per team and company-wide.
5. Create a visible Decision Log. Choices get tracked, not lost.

One hour to design it. One quarter to lock it in.

According to Salesforce, Fellow and Harvard Business Review, proper meeting structures save account executives 5 hours per week on average. That's not just OpEx savings. That's 5 hours per rep chasing actual revenue.

No new tools. No consultants. Just a simple rhythm everyone can follow.

—

If your calendar is full and your pipeline is stuck, this is for you.

Comment RHYTHM, and I'll send you the cadence design playbook. The three meeting structures, the WIP cap framework, and the Decision Log template that stops debates from restarting every month.

Leak 4 of 5 in my Revenue Engine series. Leak 3 and 4 go hand in hand. Check that and the rest of the series via my profile https://lnkd.in/ew9FxTkZ

I don't care about:
 
• How fast you're growing
• How many logos you closed
• How sophisticated your stack is
 
I care about:
 
• Do you know w͟h͟y you're winning?
• Can your team run w͟i͟t͟h͟o͟u͟t you in the room?
• Are you building to s͟c͟a͟l͟e, or just adding more FTE?

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The Battle

Eddie Reynolds

Rutger Katz

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Eddie Reynolds's LinkedIn Performance

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