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, we need to talk.

Your forecast sounds confident on Monday. By Thursday, reality disagrees, and no one can explain why.
You spend more time arguing about stages than coaching deals. 
Deals do not die in your CRM. They just quietly age out while everyone watches.

The heroics that got you here are now the bottleneck. You have 15 dashboards, forecast theatre instead of truth, and a revenue engine leaking cash at invisible handoff points.

You are not bad at this. The system is.

I help €20 to 100M B2B SaaS scale-ups turn scattered data and forecast theatre into a revenue engine you can actually steer. Within 90 days. Without a reorg, new tools, or hiring a full-time VP RevOps.

Your RevOps team owns the system when I leave. I bring the pattern. They keep it running.

We start with a fast 4-part maturity scan to find the real constraint. Then we install three structures:
→ One-page strategy linking goals to the programs that actually move pipeline, win rates, and NRR.
→ One Revenue Room where metrics, risks, and decisions live in one view. No more "marketing numbers" vs "sales numbers." Just the number.
→ One operating cadence that replaces updates with decisions. If we are not making decisions, we are just having expensive coffee.

When it works, you explain where pipeline is healthy, where it is leaking, and how you are fixing it in 10 minutes flat. You get the headspace to think 3 years ahead, not 3 hours behind.

I am Rutger Katz, Fractional VP of RevOps.
Most RevOps people grew up in the growth bubble. They know how to spend money. I spent 15 years architecting efficient growth, so I know how to stop wasting money.

At one tech company, I uncovered €1M in unseen upsell opportunities. 
At Relay42, I rebuilt onboarding and adoption to move NRR.

Stop drifting. Start steering.
Revenue Engine Checkup in Featured. 10 minutes.
Or DM me "CHECKUP" for the questions directly.

I also speak/podcast guest on strategic RevOps, neurodivergence in leadership, and scaling to 100M ARR. 
Check www.neontriforce.com/speaking for more

A simple new direction turns into seven things RevOps now has to rebuild.
 
Sandy Robinson, M.Ed. put words to it in Pavilion's RevOps School this week. I've seen it across enough clients to know it's not an exception. It's the pattern.
 
Leadership makes a call. New segment. Going upmarket. ICP shift. Motion change from inbound to ABM. 

It sounds like one decision. A direction. A slide in a deck.
 
By the time it reaches RevOps, it's something else entirely.
 
↳ ICP changes. Every targeting criteria, every account list, every scoring model needs rethinking. 
↳ Process changes. Qualification methods built for the old motion don't fit the new one. Handoffs break. Playbooks are wrong. 
↳ Tooling changes. Sequences, automations, configurations. Nothing carries over cleanly. All of it needs rebuilding. 
↳ Data definitions change. What does qualified mean now? What's a good fit? What does the funnel even look like?
 
Nedap is a good example of the opposite. They understand the size of what they're taking on. They want to map it properly before they start moving. That's not caution. That's how you avoid getting buried.

They scoped change across technology, data, process, upskilling, kpis and more. A big program, but it will stick.
 
The younger scale-ups I've worked with often hit this mid-execution. Three months in, RevOps is buried. Not because they're slow. Because nobody showed them what was coming.
 
The fix isn't complicated. Bring RevOps into the strategic conversation before the announcement. Not after. Not to slow it down. To map the avalanche while there's still time to prepare.
 
One decision at the top. Everything moves underneath. They should probably know it's coming.

Rutger Katz 🏎️

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

The five stages of missing RevOps.
 
Most scale-ups think they need a person.
 
What they actually need is a system.

(If this feels familiar, you're not alone.)

Halfway through my wife's push-up challenge. Learned something about compounding.
 
The cat (Maximus Optimus, Max for short) was not impressed.
 
Neither was I, honestly. She challenged me to do one more push-up every day. Just one. Every single day.
 
If you'd asked me a month ago, "Can you do 30 push-ups?" I'd have said f*ck no. The only heavy lifting I do these days is kids a few times a day. Sitting job. My upper body strength peaked somewhere around 2007.
 
But halfway through and I'm hitting 15 without wanting to collapse. Didn't expect that. Small steps work.
 
It reminded me of Toyota.
 
After World War II, Toyota was on its knees. Japan's economy was destroyed. In 1950, Eiji Toyoda visited Ford's Rouge Plant in Detroit. Massive production. Massive waste. Massive capital.
 
Toyota couldn't compete on scale. They had no money. So Taiichi Ohno built something different: the Toyota Production System. Kaizen. Continuous improvement.
 
Not big heroic transformations. Just small, relentless 1% gains. Every day. Everyone involved.
 
Over decades, that approach helped Toyota become one of the world's largest automakers with triple industries margins whilst competitors were still planning the next big relaunch.
 
Same logic applies to your revenue funnel.
 
If you improve one conversion point by 1% per week, you're up 68% over a year.
 
Three improvements of 0.5% weekly? You've doubled performance in 12 months. Double. The maths compounds faster than you'd think.
 
Most companies don't do this.
 
They chase one big initiative. One hero quarter. One magical hire who'll fix the pipeline. One CRM overhaul that'll solve everything.
 
Then they wonder why nothing sticks.
 
Here's what works: small, consistent improvements compound. Random acts feel productive. A system actually works.
 
↳ Fix one handoff leak per week  
↳ Improve one qualification question  
↳ Tighten one stage definition  
↳ Run one small experiment
 
Stack those up over 52 weeks and you're operating at a completely different level.
 
The cat still isn't impressed. But I am.
 
What's your 1% this week?

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