Practice 1 — B2B SaaS Fractional & GTM Advisory

GTM structure for B2B SaaS companies navigating the next stage of growth.

For founders, CEOs, and investors whose product is working, but the revenue motion needs to scale with it.

I help companies clarify ICP, strengthen sales process, improve forecast discipline, design the right team structure, and build the operating cadence needed to scale with more consistency.

The work can take two forms: a multi-month Fractional CRO / VP Sales engagement for companies that need senior revenue leadership, or a focused GTM Advisory project for a specific structural gap.

Let's talk See the advisory modules ↓

Who this is for

The fit is rarely about ARR alone. It is about stage, complexity, leadership capacity, and the friction the CEO is feeling inside the business. This work is usually most valuable when the company has enough traction to know the product is resonating, but the GTM motion has become harder to manage, predict, or scale.

The company

B2B SaaS, typically post-Series A through growth stage
Product is resonating, but the commercial motion hasn't kept pace
Selling into mid-market, enterprise, or increasingly complex buying processes — larger deals, more stakeholders, longer cycles
The CEO or board wants better visibility into the revenue function and more confidence in the forecast

What it feels like inside

The CEO is still too involved in sales execution
There is no experienced VP Sales or CRO in seat
Forecast does not consistently predict reality
Pipeline exists, but quality and conversion are uneven
The company is moving upmarket and the current motion is not holding
Renewals, expansion, or customer handoffs are creating revenue leakage
The team is working hard, but the operating rhythm is not yet clear

Same operating lens. Two ways to engage.

Some companies need senior revenue leadership in the seat. Others have a capable leader in place but need help solving a specific GTM problem. Both engagements are designed to create practical structure the team can actually run.

Offer A — Anchor engagement

Fractional CRO / VP Sales

A multi-month engagement for companies that need senior commercial leadership without hiring a full-time executive before the business is ready. I partner directly with the CEO to lead or strengthen the revenue function, create the operating cadence, and help the team execute with more clarity and accountability. Typical engagements run three to twelve months, with the first 90 days focused on visibility, cadence, and the highest-priority GTM decisions.

Best fit

Founders and CEOs who need experienced revenue leadership in the business now, but want a flexible structure that matches the company's stage, budget, and pace of growth.

Scope includes

ICP and segmentation
Sales process and stage criteria
Forecast cadence and pipeline reviews
Deal inspection and opportunity management
Hiring plan, role design, and onboarding
Enterprise motion design
Channel or partner GTM where relevant
Expansion, renewal, and customer handoff mechanics
Cross-functional alignment with Marketing, Product, RevOps, and Customer Success

Talk through a fractional engagement

Offer B — Project engagement

GTM Advisory

Defined-scope advisory projects for companies that have sales leadership in place, but need a senior outside perspective on a specific GTM issue. These projects are designed to produce outputs the team can use — not theoretical recommendations or a deck that lives in a folder.

Best fit

Companies with a VP Sales, CRO, or founder-led revenue team that needs help closing a specific gap in segmentation, sales process, enterprise motion, revenue platform, or AI-enabled workflow design.

You walk away with

A working framework, playbook, or operating cadence built around your business and embedded with the team that will use it. The leader owns it from there, with enough coaching and context to keep it running.

See the advisory modules

GTM Advisory Modules

Choose the area where sharper GTM structure would create the most immediate leverage.

Each module is defined in scope and designed to create a practical asset your team can use. The output is not a deck that sits in a folder. It is a framework, cadence, or workflow your team understands and can operate.

Module 01

ICP & Segmentation Build

As companies grow, the original ICP often becomes too broad, too dated, or too disconnected from where the strongest revenue is actually coming from. When segmentation is unclear, teams waste time on the wrong accounts, marketing spreads too thin, sales qualification becomes inconsistent, and the forecast becomes harder to trust.

What gets built

Clear ICP definition
Segment prioritization
Buyer and stakeholder mapping
Account scoring framework
Qualification rubric
Guidance for territory, campaign, and pipeline focus

You walk away with

A practical segmentation framework your sales and marketing teams can use to focus on the right accounts, qualify more consistently, and make better GTM decisions.

Module 02

Sales Process & Forecast Cadence

Pipeline visibility depends on more than deal volume. It depends on whether the team shares a clear definition of stages, exit criteria, deal quality, risk, and next steps. Without that discipline, the forecast becomes a conversation about hope instead of evidence.

What gets built

Sales stage definitions
Exit criteria by stage
Forecast methodology
Pipeline review structure
Deal inspection rhythm
Meeting cadence and operating expectations
CRM hygiene and adoption requirements

You walk away with

A sales process and forecast cadence the team understands, the sales leader can run, and the CEO can use to see the business more clearly.

Module 03

Enterprise Motion Build

Moving upmarket changes the work. The buying committee gets larger, the sales cycle gets more complex, the value story needs to be sharper, and the team has to manage more stakeholders with more discipline. A mid-market motion rarely scales cleanly into enterprise without intentional redesign.

What gets built

Enterprise sales motion
Target account criteria
Multi-threading approach
Stakeholder mapping
Executive engagement model
Deal strategy framework
Pricing and packaging guidance
Sales team role clarity for larger opportunities

You walk away with

A more disciplined enterprise motion and the practical coaching needed to help the team run larger, more complex deals with confidence.

Module 04

Revenue Platform & AI Workflow Build

Most revenue teams are carrying too much operational drag. CRM fields are inconsistent, tools are underused, workflows are manual, and AI is often being tested without being embedded into how the team actually works. The opportunity is not more technology for its own sake. It is better workflow design, better adoption, and less time spent on low-value work.

What gets built

CRM and revenue platform review
Tech stack rationalization
Workflow gaps and adoption blockers
AI use case prioritization
Sales and marketing workflow recommendations
Governance cadence
Adoption plan for the team

You walk away with

A cleaner revenue platform strategy and a practical plan for using AI where it can improve productivity, decision quality, and GTM execution.

How the work starts

The first 90 days create clarity, cadence, and a plan the team can execute. Whether the engagement is fractional or project-based, the early work is designed to quickly understand the business, identify the highest-leverage gaps, and create operating rhythm without disrupting the team.

Days

Current-state clarity

We identify what is working, what is unclear, and where the revenue motion is creating friction. This includes pipeline, process, team structure, ICP, forecast, customer handoffs, and the operating cadence around the business.

The goal is a shared view of reality.

Days

Operating cadence

The core revenue rhythms are in motion: pipeline review, forecast, deal inspection, team priorities, and the decision points that need CEO or executive attention.

The goal is a revenue motion the team is running together, not just aware of.

Days

Execution plan

The next-stage GTM plan is documented, prioritized, and the team owns it. Everyone knows what is changing, why it matters, who is accountable, and how progress will be measured.

The goal is not just alignment. It is adoption.

Proof

Experience across stages, motions, and markets.

VTS · Commercial Real Estate SaaS

Rebuilt key parts of the sales motion as the market shifted and the buying process became more complex.

Result

Improved win rate to 35%, increased average deal size by 200%, shortened the sales cycle, and protected $50M in renewals.

Booker · Hospitality SaaS

Built the commercial foundation from early-stage traction and scaled the business prior to its acquisition by Mindbody.

Result

Scaled from $500K to $24M ARR and from 2 to 120+ while building the global GTM team and infrastructure.

Narvar · Post-purchase SaaS

Stepped into a complex enterprise retail motion and created immediate operating discipline across forecast, pipeline, and cross-functional execution.

Result

Delivered 100% of ARR target and 109% of pipeline target within four months.

ForwardLane · AI-native enterprise platform

Building the commercial motion for an enterprise launch in a complex, relationship-driven market.

Result

Currently serving as Interim CRO for an AI-native platform in institutional asset management.

Ready when you are

A focused conversation about where GTM is getting harder — and what to do next.

Bring the messy version. We'll make sense of where to start.

Let's talk