Where the framework
has been built.
Selected case studies from twenty years inside Google, Salesforce, Elastic, and FireHydrant. Specific outcomes, deal names, and references are available privately to qualified parties, we don't quantify former employers' results in public.
A forecasting framework leadership could actually commit to.
Situation
A multi-product, multi-segment public-sector business in the middle of a hyperscale ramp across subscription, PayGo, and consumption pricing. Forecast accuracy was too low for credible commits, and the cadence built around it had stopped surfacing useful decisions.
Action
Built a unit-level revenue model, top of funnel through pipeline generation, rep productivity, ramp curves, win rates, and commit conversion. Reconciled bottom-up against finance every quarter. Rebuilt the deal review and pipeline inspection cadence so the meetings produced calls instead of recaps.
Result
Forecast accuracy improved meaningfully through the scale-up. Leadership commits earned credibility with finance and the business above it. The framework persisted as the organization continued to grow.
Reflection
The win was less about the math and more about installing the discipline of meeting pipeline evidence with the same rigor as the number itself.
From founder-led selling to a repeatable commercial system.
Situation
A Series B SaaS company with a small sales team, no CRM maturity, no renewals infrastructure, and founder-led selling. Capital raised; operating system absent.
Action
Re-architected the CRM, implemented MEDDICC deal inspection, launched tiered pricing, built deal desk approval workflows, rolled out customer lifecycle tooling, and designed compensation and renewals ownership end-to-end.
Result
The business moved from founder-led selling to repeatable execution. Sales hiring kept pace with growth without the operating system breaking. The architecture survived multiple leadership transitions.
Reflection
0→1 RevOps work is about sequencing, pipeline hygiene and forecast before compensation redesign, pricing before deal desk, renewals ownership before expansion motions.
A new growth segment, built from concept through scale.
Situation
A public-company growth platform identified a new growth segment opportunity in the Americas with no dedicated team. Strategy on a slide; no operating model attached.
Action
Partnered with sales leadership to build segmentation, territory design, quota allocation, operating cadence, and pipeline analytics for the new motion. Stood up a strategy and operations team to run the work.
Result
The segment scaled from concept through full deployment and became a meaningful contributor to the company's growth phase. Multiple direct reports promoted into leadership during and after the build.
Reflection
Building a new segment is building a small company inside a big one, segmentation logic, comp plan, forecast cadence, and pipeline rules all need to be designed on day one, not layered in later.
Compensation aligned to strategy, not last year's plan.
Situation
Business Controller role for global sales, HR, and recruiting at a public company. Compensation plans had drifted from strategic priorities; quota governance was inconsistent across regions.
Action
Redesigned sales compensation and quota governance. Strengthened alignment between incentives and the strategic priorities the rest of the company actually had. Built planning and operational governance that traveled across the global organization.
Result
Productivity gains on the redesigned components were measurable and durable. The long-range plan aligned incentive structures with strategic priorities. Governance held through multiple planning cycles and persisted after handoff.
Reflection
At hyperscaler scale the game becomes governance, you are rarely the decision-maker on the number, but you own whether the number gets translated into credible quotas, comp plans, and investment allocations.
Want references?
Available on request to qualified parties. Specific outcomes and named references are shared privately ahead of any engagement.