Strategic Marketing Operations Leader hiring & growing marketing operations superstars @ Salesforce/Slack!

Sara McNamara

Vector 👻

Founding RevOps lead. Focused on marketing, sales, CS, GTM strategy, and product...creating dope things and growing Vector into a rocket ship...follow or connect to watch the journey :)

Founding Revenue Operations & GTM Strategy Lead

Marketing Ops Community

Community member

The Marketing Operations Strategist

I write a bi-weekly newsletter: The Marketing Operations Strategist with Sara McNamara 🐈‍⬛☕

Join 3,000+ marketing operations professionals who are supercharging their careers and GTM efforts by signing up for my newsletter 📈💰

Writer + Founder

Sara McNamara LLC

Aside from my digital marketing/marketing operations career, I've often consulted with startup companies on the side. I've done CRM, marketing automation, martech and salestech consulting; from day to day administration, to strategic roadmap creation and execution. I also work on more holistic strategies like lead scoring, price book implementation, attribution, reporting, and more.

Revenue Operations Consultant

Clay

Use this link to get 2,000 free Clay credits: https://clay.com/?via=294087

Help your RevOps & growth teams implement any outreach idea. First, maximize data coverage with 75+ enrichment tools & our AI agent with just your Clay account. Then, use AI to craft relevant outreach at scale.

Clay for Creators is a program that supports the next wave of go-to-market content creators.

Clay Creator + Content Partner

Zapier

As the leader in easy automation, Zapier empowers businesses to automate workflows and move data across 7,000+ apps. Zapier works with what you work with, across your apps and tech stack, so you can make magic happen.

I create content to showcase the power of Zapier. :)

Check it out and get a 2 week free trial here: https://try.zapier.com/8t2xe97oxmpj

Ambassador

Default

Default is the all-in-one platform.

Fast-growing GTM teams use Default's forms, scheduling, routing & enrichment to convert more leads into pipeline while automating revenue operations.

Automate inbound workflows that are killing your pipeline with Default.com.

Content Creator

Knak

Knak is a no code email and landing page creation platform for enterprise marketing teams. Discover the future of codeless email and landing page creation!

Pavilion

Run by high-growth leaders, for high-growth leaders.

Pavilion is fueled by an international community of sales, marketing, success, and RevOps leaders from the world’s fastest growing companies. Together, we teach new skills, forge meaningful connections, and help our companies grow.

Executive Member

Revenue Collective is a private membership organization for commercial growth operators.

Our Membership consists leaders from Sales, Marketing, and Operations.  We have chapters in New York, London, Denver, Boston, Toronto, Indianapolis, and Amsterdam and will be expanding to most cities in the world over the next 18-24 months.  

Our membership includes executives from companies such as Facebook, Greenhouse, CB Insights, Namely, Drift, Catalant, Vend, Rogers Communications, Lyft, Shopkeep, Intralinks, WeWork, and many more. 

Our community is designed to support the professional development of revenue leaders at high growth companies, facilitate the sharing of best practices, and serve as a trusted private community where Members can openly discuss business critical issues with the comfort of privacy and confidentiality.  

Our Membership is invitation only.

Associate Member

Hyperscayle LLC

At Hyperscayle, I serve as a fractional Revenue Operations leader for clients. I am a strategic partner for clients, helping them build and tweak strategy while working with an internal team to execute on those strategies.

--

Hyperscayle is a revenue operations advisory and implementation firm.

We help companies grow and scale by streamlining how marketing and sales work together across the lead-to-cash lifecycle.

We enable growth by removing complexity to build true partnerships between traditionally siloed teams, supported by a solid foundation of data, processes and systems.

DM me if you’re interested in getting our help to accelerate your business. 💰💬

Director of Revenue Operations

Hi, I'm Sara. 👋

I work with Marketing, Sales, Revenue Ops, and CS leaders to:
1. Optimize GTM efforts as much as possible; promoting efficiency, productivity, and scalability
2. Help define strategy and "how we will get there" utilizing tools and processes
3. Recruit and mentor superstar teams of GTM professionals
4. Continuously look for new opportunities for innovation
5. Guide teams successfully through massive amounts of change
6. Clean up, standardize, and extract insights from data

I'm one of the leading voices in Marketing Operations and Revenue Operations...I love mentoring and teaching others what I have learned (and continue to learn) throughout my career. 📣

Whether it's working directly with C-suite executives to understand their strategy and how we can leverage tools (and more) to get there, consulting with everyday marketers to optimize their efforts, partnering with sales professionals to improve lead pass, or even making technical adjustments in a martech or salestech system...I can do it all! And this isn't a coincidence; it's by design. I love ongoing learning and am always taking courses or certifications to learn more and to expand my toolset so I can best help my customers. 🤓👩‍🎓

Follow me to learn more about marketing, marketing operations, sales operations, and revenue operations!

"{{firstName}}, check out this AI tool that can replace MOPs!"
"{{firstName}}, are you leveraging AI in the best way?"
"{{firstName}}, this bot will do your email QA for you -- "
"{{firstName}}, check it out, I replaced my entire ops team with AI for a week (startup has 3 people in it)"
"{{firstName}}, the future of MOPs is AI"
"{{firstName}}, AI will take your job"
"{{firstName}}, your MAP and ChatGPT can now directly integrate (can't seem to do anything but tell you what you already know about your data)"

THEN WHY IS IT STILL SO HARD TO DO BASIC OPS THINGS LIKE GET INTEGRATIONS TO RELIABLY WORK AND PERFORM DATA CLEANSING???? 🫠🤣 😭

👻 RevOps & GTM Strategy Lead @ Vector. Alum: SFMC Champion, Marketo Fearless50, LeanData OpsStar of the Year 🏆 Sharing everything I learn here + newsletter. ex-Cloudera, Slack

"Hey, we're about to have a strategy meeting -- can I invite you/your team?"

Ops professionals:

(P.S. Btw everyone in ops deserves a workplace like this -- it's already hard enough doing the job, you don't need a second job of convincing your boss that your job matters!)

If you @ me in Slack with a vague request… just know a bot is judging you before I ever see it. 👁️👄👁️

I got tired of having to constantly keep an eye out in the RevOps triage channel, so I built a little system to do the dirty work for me.

Now, anytime someone posts in #revops:

1️⃣ The bot reads the message and decides if it’s a real request, bug, feature ask, or ops issue

2️⃣ Responds asking for any other information needed (basically, if the requester is super vague — lol)

3️⃣ If it is ticket-worthy, the bot:
      • Assigns a priority
      • Creates a Linear ticket with relevant info filled in
      • Writes a proper title
      • Files it under the RevOps project
      • Assigns it to a human so it actually gets done

4️⃣ If the ticket is urgent, it tags me in the thread for awareness.

End result: No more staring at the queue, worrying about missing an urgent ticket, or having to manually follow up vague ticket-requesters. 😅

If you want the exact template + instructions, comment "REVOPS BOT" and I’ll send it over. I’m also open to ideas on how to improve it! For example, you can upload your specific documentation and have it be even smarter. :) Is your team doing anything like this? 👀

#ZapierPartner #sponsored #automation #revenueoperations

Brand partnership • 👻 RevOps & GTM Strategy Lead @ Vector. Alum: SFMC Champion, Marketo Fearless50, LeanData OpsStar of the Year 🏆 Sharing everything I learn here + newsletter. ex-Cloudera, Slack

ops professional to ops professional...put yourself first. learn fun stuff just to learn fun stuff. run little experiments that excite you. take breaks to take walks in the sunshine in the afternoon. put every compliment you get into a brag book, and look at it when you have tough days. join ops communities -- and complain and laugh together. get your nails done. keep up with your workout routine. find the humor in corporate politics.

turn on your dnd on slack and watch an episode of your favorite show or practice your favorite hobby during your lunch break. truly log off during PTO. during a regular work day, log off at 5, there will always be "more I could do." i repeat, THERE WILL ALWAYS BE MORE WORK THAT COULD BE DONE!!! don't let brown-nosers get you down. always find time to be silly -- or the seriousness of everything will wear you down.

do work that makes you proud, but, more importantly, live a LIFE that gives you joy and makes you proud. 🥲 

your career is a marathon, not a sprint. this is a job, not a life. the only way you'll not only survive, but thrive, is if you always make sure YOU are #1. 🫵 🥇

what are you doing to put yourself first these days? 👀 💅

the other day, I wanted to demo a Customer Success Platform...and the rep spent 20 of the 30 minutes showing me their "new CRM" (a random new product I hadn't inquired about)...even when I interrupted twice to try to redirect to the real purpose for the call 🫠🫠🫠🫠

IMO 3 of the worst things a sales rep can do:

- be too scripted/stiff (and unable/unwilling to deviate from the script)

- refuse to show the tool/show 1 million slides

- fail to read the room (you can usually see this easily on a recording -- a topic is brought up and an attendee has a quick micro-reaction, read those!!!)

but honestly, #2 is probably the worst, especially if you have an ops audience...you'll lose trust and attention so quickly 😬

has anything like this ever happened to you? still experiencing slide deck demos? 👀

Ops after surviving the 9th layoff cycle, 10th reorg, and 11th shiny object syndrome purchase and churn (*cough* ABM *cough*) in the last 5 years 🫠

MOPs reading all of these marketing leader anti-6sense/Demandbase posts after years of trying to convince leadership that a tool is not a strategy and it was a waste of time/money

Martech tools these days: imagine a simple to use, $40,000/year, flat-fee GTM tool 😀

Ops: heck yeah, that sounds so good 😍

Martech tools these days: oh sorry I forgot to mention, that’s just the base fee and we are credit-based per actual automation, so you’ll have to do a math equation EVERY time you create a new workflow or have to adjust one 😀 oh and there’s no way to set credit usage limits per workflow

Ops: 😭

If you've run a campaign ops team, you've shaved a few years off of your life. 🫩

ESPECIALLY if it was in the Enterprise world. It's so stressful:

The struggle to keep up with never-ending requests.

While also switching tools every 3-4 years.

While also keeping up with releases and updates.

While also having a good SLA with a team that is 2x-10x your size.

There's always that marketer who simply refuses to plan ahead, and always has an urgent ticket.

It seems like every time you turn around, Outlook is rejecting an email template, a marketer is trying to go rogue with unapproved images, and a marketer is upset that "they could do it more quickly on their own."

(Spoiler alert: they *wish*, LOL. 🫠)

For a while, the answer was decentralization...MOPs creates templates with guardrails, marketers can then go in and tinker text/images and submit for final approval.

This was a big step forward. But that also happened in what...2011? And it didn't get us out of the business of still taking on too much non-strategic work in campaign ops. 😬

Knak has a *huge* release coming out tomorrow that I'm stoked about. Finally, some new innovation in this space....register and attend tomorrow to find out the deets and how to get your hands on the amazing new release! You might see me there, too... 😉

info (.) knak (.) com / knak-ai-2025 to register 👀 

#KnakPartner #sponsored #email #ai

Friendly reminder to folks about legally required advertising disclosures here on LinkedIn (and across just about every other social media channel) 👀: 

1. Use Brand Partnership toggle at the top of the post ↖️ 

2. Use hashtags like #(Vendor)Partner #ad #sponsored. Usually you need at least 2 of these.

It isn't just the legally required thing to do...it's also just the *right* thing to do for your audience, who trusts you ❤️ 

((Seeing a lot of obviously sponsored posts (not in disclosure, in stiffness/lack of same voice) on here with ZERO disclosure 🫠 Come on y'all!))

What's the lore behind how you got into ops (marketing ops, revenue ops, sales ops)? 👀 

For me, I thought I wanted to go into journalism but worked PT at a local station and hated it. Then I switched to digital marketing, which I loved, but I found that I loved the technical/process side more....so I never went back to pure marketing. 😅

When you all DM me about burnout, I get it. I get it because, in a past role, I was running both campaign ops and technical ops. For both “running the business” and “changing the business." At an enterprise company. 😅

It was so rewarding, but so stressful. So so stressful.

When Knak gave me a preview of their new AI email building functionality, it sent me directly through memory lane. The late nights fixing email styling issues, the effort it took to get a new template up and running…even when I hired agency support, a lot of the work ended up coming back towards me, because it’s:

1. Hard work 😫
2. ...not the most fun work.

“But Sara, what does that have to do with AI?”

Knak sponsors The Marketing Operations Strategist newsletter, and I am so thankful to them for that. But this post Is about more than promoting a product.

It’s about where I think MOPs is going.

I think MOPs is careening towards 4 areas:

1. Consolidation into RevOps
2. Technical upskill into integration engineering/architecture
3. Extreme focus on understanding the whole business, ESPECIALLY the humans involved
4. Moving away from pure ops and into more creative opsy marketing roles

And any role or task that isn’t related to these 4 areas will start to vanish over time.

Why?

Because companies are consolidating wherever they can (think: getting rid of middle management), AI is still pretty terrible at understanding architecture and integration building management, and AI definitely cannot “read the room” and understand how to navigate the politics at a company.

SO. What do we do about it?

IMO, pick your lane. And pick it soon, at least directionally….so you can figure out what skills you need to build to get there.

When it comes to campaign ops, I think we will see less and less email building, and more and more focus on creative copy refinement…and I have to say, in the Enterprise space, I couldn’t be happier for MOPs teams. It’s been a real slog, having to manage everything manually…and mind-blowing to think that we won’t have do to that anymore. Check out Knak if you are in a large org and see what I’m talking about. 🤯

Is this the new campaign ops “team” (aside from some creative/tech managers)? Do you disagree? 👇

#KnakPartner #sponsored #marketingoperations #ai

Some buddies at Huntress are looking for a GTM Engineer to help them with Clay, Vector 👻, and more...they have a pretty dope GTM stack!

Who's looking for a new gig? You'd get to work with the amazing Aimee Schneider and Kimi Corrigan!!

LinkedIn is expensive because it's the only platform where you can actually target B2B buyers precisely — by job title, seniority, skills, company size. They charge a premium for that specificity.

But it's also a supply and demand marketplace. Fewer eyeballs + more ads = higher costs. At 1am, you might be paying a fortune to compete against nobody for nobody.

Our new Vector 👻  Bid Agent finds all these inefficiencies — the best time of day, best time of week, the right audiences — and automatically adjusts your bids to get you the most outcomes for your spend. It’s AI that’s…actually useful. 😅

Our early customers are seeing 25-60% more clicks, engagement, and website visits with the same budget. 😍

One customer spent $700/day to get 16 clicks on their best day of the campaign. 

With Bid Agent, they got 16 clicks for $300 — on their worst performing day. 🤯

Check it out at vector (dot) co/product/bid-agent 📈

Super proud of The Marketing Operations Strategist community on beehiiv in 2025 -- THANK YOU to so many of you for being a part of the journey! 
☕🐈‍⬛ 🙏 

P.S. While I have you, what do you want to learn about in 2026? 👀👂

The Marketing Operations Strategist -- Beehiiv Rewind 2025

Your website is actually generating way more pipeline than you think. 🖱️

You just can’t see it, score it, or act on it...so it dies quietly, unless you're super lucky and they just happen to convert on a CTA. 😅

That’s why Clay’s new Web Intent functionality is such a big deal — it finally gives GTM teams visibility into which *companies* are hitting your site and what they’re doing on the site. And it's a waterfall, which means you get good coverage. 🙌

BUT that’s only ONE part of the bigger picture. 👀

I added this new functionality to my full Clay for Marketing playbook that shows how to use Web Intent alongside the other high-impact marketing workflows inside Clay, including:

🌐 How to use the new Web Intent release to identify visiting companies and surface real buying signals

👯 How to find lookalike accounts that resemble your best customers and expand your TAM

🎼 How to run ICP matching + account scoring using enrichment, firmographics, tech stack, hiring signals, and more

🔍 How to identify buyers and decision-makers from any account list (not just website visitors)

📂 How to build smart ABM and outbound lists using Clay’s enrichment + filtering

💌 How to create automated outbound, nurture, and ABM workflows that require zero engineering

and more!

Web Intent is the newest functionality, but the guide is a full “start here” manual for building Clay-powered marketing workflows. 🩵

If you want the full guide, drop "ALGORITHM" (🤣😅) in the comments and I’ll send it over. 👇

#ClayPartner #sponsored #ABM #marketing

Hey! Is anyone aware of any guide to all of HubSpot's latest AI capabilities? 👀

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.

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

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