Revenue architecture, GTM execution, and unit economics for technology middle-market firms with great tech and stalled growth. 68% win rates against Big 4 competitors. 92% forecast accuracy from 'guessing.'
Request a Turnaround AssessmentThe approved proof points for this pillar are 68% win rate against Big 4 competitors, 92% forecast accuracy, and 4x annual revenue growth. They show the difference between sales effort and revenue architecture.
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.
ICP refinement, deal-desk, sales-engineering ratios, MEDDPICC, and the deal-stage definitions everyone actually agrees on. We’ve taken win rates from 29% to 68% against Big 4 competitors.
Pipeline coverage rebuild, top-down/bottom-up motion design, AE/SE ratios, AE comp realignment, partner-channel structure. Less art, more architecture.
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.
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.
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.
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Read →Operator-led diagnostic in 14 days. No retainer until we agree on the work.
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