Operational & Strategy Leadership
Operational dysfunction doesn't announce itself — it shows up as missed forecasts, stalled pipeline, and a GTM motion that's always one reorg away from working. I bring fractional senior leadership across the full commercial operations stack into a single, accountable revenue engine:
territory and coverage design
pipeline and forecast discipline
segmentation and tiering
commercial strategy
cross-functional alignment (sales, marketing, customer service, pricing, and customer success)
Whether you're building from scratch, retooling a structure that's outlived its usefulness, need temporary leader, seeking a fresh perspective or preparing for a new market entry, I bring the analytical rigor and operating experience to design something your teams can actually execute against.
Customer Success & Account Management Leadership
Acquiring new customers is expensive. Losing existing ones is more so. Yet Customer Success and Account Management remain two of the most structurally underbuilt functions in B2B — often staffed generously but designed poorly, with unclear ownership, inconsistent playbooks, and no reliable framework for protecting or growing the base.
I bring fractional leadership to both functions:
implementing predictable and repeatable frameworks
reducing churn and lost business
identifying cross-sell and up-sell opportunities
equipping each person on the team to fulfill their potential
Whether you need to stand up a CS function from scratch, separate retention from expansion ownership, or rebuild an account management model that has outgrown its current form, I provide the senior leadership to do it right — without the timeline or cost of a full-time hire.
The goal in both cases is the same: make your existing revenue as defensible and productive as your new business pipeline.
My Services
The B2B commercial world is being restructured faster than most careers can keep up with. Roles are collapsing, org charts are flattening, and the traditional ladder from individual contributor to senior leader is disappearing.
Mentorship for New Managers
The transition from individual contributor to people leader is one of the hardest pivots in a commercial career — and most organizations provide almost no real support for it. Suddenly you're responsible for a team's performance, and relationships you're still earning. I work one-on-one with first-time managers in sales operations, RevOps and GTM operations to develop the fundamentals that don't come in any training: how to coach without micromanaging, how to hold people accountable without burning trust, and how to build credibility with a team that's still deciding whether to follow you.
Mentorship for New Directors
Stepping into a Director role means you're no longer managing people — you're managing a function. The problems get messier, the politics get louder, and the expectation is that you already know how to operate at this level. I work with new Directors navigating that shift: how to build a point of view on strategy, how to manage up effectively, how to make resourcing and prioritization decisions with incomplete information, and how to develop the managers beneath you rather than doing their jobs for them. This is the level where careers either accelerate or stall — and the difference is usually judgment, not effort.
Mentorship for Senior Leaders
Sometimes the most valuable thing a senior leader can have is a peer who will push back. At the VP level and above, the feedback loops get thin, the room gets quieter, and the decisions get harder to pressure-test. I work as a structured thought partner for senior commercial leaders — on strategic decisions, org design, board-level narratives, team structure changes, and the kind of high-stakes problems that are hard to think through with your own team. This isn't coaching in the traditional sense. It's a confidential, experienced voice in the room when it matters most.
Pipeline & Forecast Optimization
This engagement audits your current pipeline methodology, stage definitions, and conversion assumptions, then rebuilds the framework so forecast calls reflect reality rather than wishful thinking. Deliverables include a revised stage gate model and a repeatable forecast cadence that gives leadership genuine visibility into what's actually going to close.
Customer Tiering & Segmentation
Not all customers deserve the same attention — and treating them like they do is expensive. This project builds a data-driven tiering model that segments your customer base by revenue potential, strategic fit, and engagement complexity, then maps the right coverage approach to each tier. The result is a clear framework for where to invest and where to scale back.
Territory Design & Mapping
Territory design is a strategy decision disguised as an operational one. This engagement analyzes your tiering, account distribution, and rep capacity to build territories that are balanced, defensible, and aligned to growth priorities — not legacy relationships or arbitrary geography. Deliverables include a territory map, assignment logic, and a transition plan that minimizes disruption.
Sizing & Headcount Planning
This project builds a bottoms-up headcount model tied to role capacity, quota attainment assumptions, and budget — giving you a data-backed answer to how many people you actually need, in which roles, and when. It's designed for annual planning cycles, board prep, or any moment when the org needs to make a defensible case for investment.
Role Design & Account Team Coordination
Unclear roles are one of the most expensive problems a commercial organization can have — and one of the least visible. This engagement maps your current coverage model, identifies gaps and overlaps in account ownership, and redesigns roles around how your customers actually buy. Whether you're standing up a new overlay function, separating hunting from farming, or coordinating a complex enterprise account team, the output friction and drives accountability.