Pillar II · PI · OCFO
Commercial performance, moved on one scorecard.
Revenue architecture and the office of the CFO — win rate, forecast accuracy, and unit economics on one weekly operating scorecard.
Plate /10 — the chalk line
01 · The mandate
What we cover
The Commercial Performance group rebuilds the revenue engine. Not “better marketing.” Not “hire a new VP of Sales.” We re-architect the system — sales motion, forecasting, comp design, deal desk, RevOps stack, unit economics — so revenue scales with infrastructure rather than with heroics.
Revenue Architecture
Customer-profile refinement, deal-desk, sales-engineering ratios, MEDDPICC, and the deal-stage definitions everyone actually agrees on — the mechanism that lifts win rate against Big 4 competitors, not another round of rep coaching.
GTM Execution
Pipeline coverage rebuild, top-down/bottom-up motion design, AE/SE ratios, AE comp realignment, partner-channel structure. Less art, more architecture.
Unit Economics
CAC payback, NRR, gross margin by segment, cohort analysis, the difference between paid-on-bookings vs. paid-on-cash-collected and why that matters at quarter-end. We translate the unit-economics conversation into actions a CFO can take this quarter.
Financial Infrastructure (OCFO)
Office-of-the-CFO services for firms without a fractional-CFO option. ARR waterfalls, deferred-revenue rules, board-pack standardization, and FP&A enough to actually forecast.
Why this matters
Most “stalled growth” isn’t a top-of-funnel problem. It’s a forecast-accuracy problem, a deal-stage discipline problem, or a comp-plan problem. When you fix the system, the revenue follows. That’s the operator’s edge — we’ve sat in the chair, missed quarters ourselves, and built the playbooks while in the trenches.
02 · The service lines
How this pillar takes ownership.
Each service line in this pillar is one plate in the same monograph — scored first, then run from inside the system.
Tab to the strip, then use the arrow keys to browse the service lines.
03 · Before the first call
The questions boards actually ask.
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When does a tech firm need commercial performance work, not a new VP of Sales?
When pipeline coverage looks healthy but win rates are below 35%, when forecast accuracy is below 75%, or when the same accounts keep churning despite a 'fixed' customer success process. These are systems problems, not hiring problems. Replacing a VP of Sales without fixing the architecture resets the clock at the cost of $2M+.
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What's a realistic timeline to move win rates from 30% to 60%?
Six to nine months for a tech middle-market firm willing to overhaul deal-stage definitions, deal-desk discipline, and pipeline coverage math. The operator's prior services firm went from 29% (industry average) to 68% against Big 4 competitors. The deciding move was always the same: stop coaching reps and start fixing the system.
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Do you take fractional CFO engagements?
Yes. Office-of-the-CFO services are part of the Commercial Performance pillar — ARR waterfalls, deferred-revenue rules, board-pack standardization, FP&A architecture. We embed alongside finance teams when a full-time CFO isn't yet justified but the rigor is required.
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How do you measure success on a commercial performance engagement?
Win rate, forecast accuracy, NRR, CAC payback, gross margin by segment. We commit to baselines in week one and report against them weekly. If the metrics aren't moving in 90 days, we'll tell you why before you ask.
