Revenue Operations (RevOps) Consultants

Finding the invisible pathway forward to potential, possibility and impact

I can find inefficiencies in processes very quickly and can find tech to bridge the gap or recreate the process. I know it’s my superpower because it isn’t limited to my projects, I’m like this in life too.

Fostering human connection. The success of the people I've trained, mentored and served over many years is all the proof I need that my touchpoints had value, be it the introductions I made for them or the knowledge I've shared, and the stories I've told to encourage them.

Adaptability. I've worked with many companies across a wide variety of sectors and I'm great at able to and excited by adapting to ever changing business environments (e.g. senior management focus, sector economic changes, resource constraints, stakeholder requirements, skills gaps, etc)

Taking a concept/idea and turning it into an executable playbook. While working with companies, I've found many founders have great ideas or are asking the right questions about how customers will react to their products/services. However, they often struggle to translate these thoughts in their head into a work plan, or executable strategy. I find I'm able to help them build the tactical steps to execute on their vision and have done this with 15+ companies.

I quickly get to the root of any operational problem and recommend viable solutions. A 2-time former direct report called me a human ChatGPT.

Sales. I've been in sales since I was 19 at Toyota. I deeply understand buyers, and everything I do is inservice of that.

Turning messy outbound into momentum I can jump into any sales org, spot the gaps fast and build a clear path forward. Clients tell me I “just get it”whether it’s the team, the tech or the talk tracks

A. I focus on what systems and behaviours drive consistent outcomes. This means looking at the sales data, to understand what insights and specific questions I can then the sales teams. I see this what do you see?

My superpower is pattern recognition across growth stages. Having been in the trenches at 30+ startups and advised 100+ more, you've seen the same scaling challenges play out over and over again. I can quickly diagnose where a company is stuck because I've literally lived through those exact pain points as a many time CRO and witnessed the solutions that actually work (versus the ones that sound good in theory). My superpower is being able to walk into a $2M company hitting a plateau and immediately recognize it's the same pattern I saw at startup #47, then apply the proven solution that worked at startups #52 and #63. I'm like a growth stage time traveler - I can see their future challenges coming before they hit them and know exactly which levers to pull because I've pulled them before. Most consultants have theories; I have battle-tested pattern recognition.

My superpower is curiosity with stamina. I can go deep into a rabbit hole, whether it’s understanding how whales communicate or figuring out how a vintage coffee machine works and not come out until I’ve fully cracked it. I’ve never been comfortable with surface level answers and I find joy in the process of figuring things out, no matter how obscure.

Making sense of data and transforming that into strategic choices. I've been told many times.

Quick ability to graps a new sector, regardless of whether OI have zero experience of an industry I am able to understand how the landscape works rapidly. It means I can get stuck in reallty quickly with projects.

I have two: one is perspective shifting. I can look at a problem from multiple angles and understand what a client is really trying to solve, often before they articulate it. This helps me anticipate needs, identify gaps in processes, and flag what will not scale long before it becomes a bottleneck. The second is being able to translate RevOps complexity into simple, clear language. Clients can describe what they want in plain English, and I convert that into technical architecture and workflows that match their goals. I know this is my superpower because clients consistently tell me that I clarify problems they could not define themselves and build systems that finally match what they intended.

Seeing patterns in complexity - quickly grasping and assessing new industries and situations, identifying bottlenecks, and finding solutions. I’m able to take a helicopter view, connect all the pieces of the puzzle, and translate them into actionable strategies. I combine this with empathy and the ability to understand what people need to perform at their best, bringing in the right support and guiding their development. I know this is my superpower because I’ve consistently been brought in to untangle complex projects, align cross-functional teams, and empower them to succeed.

Empathy. I strive to understand peoples pain points and help solve them.

My superpower is bringing clarity to complexity and making fast, sound decisions. I can quickly synthesize scattered information, identify the signal in the noise, weigh options, and define a structured path forward. I know this is my superpower because the people I’ve worked with consistently reflect it back to me.

Client retention. I have clients who've been with me for more than 10 years. It's about being responsive, making sure they know they are appreciated and that their success is the top priority.

Founder-led to team-led GTM transitions is my specialist skill. I know this as I've done it 61 times, had 6 exits and focused on this area for the last 9 years with companies between 1-25 million.

Building operating systems that scale beyond me. I don't solve problems; I build the infrastructure so teams solve problems themselves. At ServiceNow, I built the Sales Academy that produced 35+ promotions annually it's still running 10+ years later. At Taxfyle, I built the sales playbook in 90 days, handed it off, and they're still using it five years on. I know this is my superpower because clients call me years later to say "the system you built is still working." That's capability transfer, not consulting theatre.

Diagnosing and fixing the structural problems that block B2B growth — not just symptoms, but the underlying GTM architecture.