Fractional GTM Operator · B2B SaaS & PE-Backed Companies
Fractional GTM Operator
B2B SaaS & PE-Backed Companies
I install the GTM 120 Operating System that founder-led and PE-backed companies need – forecasting, pipeline governance, and board-ready metrics – then I leave without creating dependency.
Days
Typical Engagement
Years
GTM Operating Experience
Days
To Board-Ready Metrics
The Problem
These are the conversations happening in your board meetings right now.
Pipeline lives in someone’s head, not your CRM. Every board meeting is a best guess dressed up as a number.
No stage criteria. No handoff SLAs. No one knows where deals go to die – so they keep dying.
Demand and sales are disconnected. No shared metrics, no lifecycle visibility, no accountability.
The GTM only works when the right person is in every deal. That ceiling is real and it’s close.
What I Deliver
Three interconnected systems installed and running before I leave.
01
Stage criteria, qualification guardrails, forecast cadence, and board-ready reporting – operational within 30–60 days.
02
Connected reporting across sales, marketing, and RevOps. You see where pipeline comes from, where it stalls, and why.
03
Roles, handoffs, SLAs, OKRs, and a weekly rhythm that your team can run without me – by design, from day one.
Engagements run 60 – 120 days: Fixed scope · No retainer · Build-out included · Model stays in place after exit
Engagements run 60 – 120 days: Fixed scope · No retainer · Build-out included · Model stays in place after exit
Proof
A repeatable, scalable, trust-worthy framework.
Rebuilt the end-to-end lifecycle across CRM, campaign management, and handoff SLAs. Installed RevOps governance and OKR cadence across sales and marketing.
4x opportunity growth in 4 months
CPL reduced 65%
Rebuilt the end-to-end lifecycle across CRM, campaign management, and handoff SLAs. Installed RevOps governance and OKR cadence across sales and marketing.
4x opportunity growth in 4 months
CPL reduced 65%
GROWTH START-UP
Repositioned GTM narrative, rebuilt qualification, implemented HubSpot and Gong governance with handoff SLAs and a weekly operating rhythm.
43% demand increase in 6 months
91% SLA compliance
Procurement SaaS
Repositioned GTM narrative, rebuilt qualification, implemented HubSpot and Gong governance with handoff SLAs and a weekly operating rhythm.
43% demand increase in 6 months
91% SLA compliance
Service Business
Built the company’s first structured pipeline engine including ICP definition, ABM program, AE team, and forecasting discipline from scratch.
$75M pipeline in 12 months
60% revenue growth
Service Business
Built the company’s first structured pipeline engine including ICP definition, ABM program, AE team, and forecasting discipline from scratch.
$75M pipeline in 12 months
60% revenue growth
Who This Is For
I work best at a specific inflection point.
How It Works
Every engagement is scoped to leave the operating model fully in place on exit.
Week 1 – 2
Audit pipeline, forecasting, handoffs, and reporting to identify the biggest structural gaps.
Week 3 – 6
Build stage criteria, cadence, SLAs, and connected reporting. Board-ready metrics go live.
Week 7 – 10
Run the system with your team. Coach to the process. Tighten what breaks under real load.
Week 10 – 12+
Transfer ownership. Document everything. No retainer. The model runs without me – by design.
HubSpot, reporting, dashboards, enablement content – is delivered by my team inside the engagement.
Week 1 – 2
Audit pipeline, forecasting, handoffs, and reporting to identify the biggest structural gaps.
Week 3 – 6
Build stage criteria, cadence, SLAs, and connected reporting. Board-ready metrics go live.
Week 7 – 10
Run the system with your team. Coach to the process. Tighten what breaks under real load.
Week 10 – 12+
Transfer ownership. Document everything. No retainer. The model runs without me – by design.
Get Started
30-minute call. No pitch. I’ll tell you honestly whether this is the right fit and what the engagement would look like.
Fixed scope. Fixed fee. A defined end date.
Engagements run 60–120 days depending on the size of the gap, scoped in four phases: Diagnose, Install, Operate, Exit Clean. Scope is agreed before we start and doesn’t drift. If we find something mid-engagement that changes the picture, we talk about it – I don’t quietly expand the work.
Full diagnostic of pipeline, forecasting, handoffs, and reporting
Build-out of stage criteria, qualification guardrails, and forecast cadence
Connected demand-to-revenue reporting and board-ready dashboards
Roles, SLAs, OKRs, and a weekly operating rhythm your team runs
Hands-on implementation by my team – HubSpot configuration, dashboards, enablement content – inside the engagement, not billed separately
Complete documentation and handover at exit
Ongoing retainers or fractional-CRO-forever arrangements. The model is designed to run without me.
Carrying a quota or personally closing your deals
Hiring, firing, or performance-managing your team – I’ll tell you what I see, but those are your calls
Full CRM migrations or net-new platform selection projects
Rescuing an engagement where the exec team isn’t aligned on the diagnosis. That’s not a scope problem, and more consulting won’t fix it.
An executive sponsor with authority to change process, not just approve it
Admin-level access to CRM and reporting in week one
Roughly 2–3 hours per week from sales, marketing, and RevOps leads during Install and Operate
Willingness to run the cadence for the full engagement before deciding it doesn’t work
Fixed project fee, quoted after the initial call once scope is clear. Billed in phases – no monthly retainer, no hourly billing, no surprise change orders.
On the final day, ownership transfers to your team with everything documented. No transition period required, no dependency by design. If you want me back later for a specific problem, that’s a new engagement with new scope – not an automatic renewal.
