Service 03
Business & Sales Operations Consulting
Replaces anecdotal forecasting with an operating model that holds up.
The problem this solves
Pipeline numbers get argued about instead of acted on. Reps work around the CRM. Comp rewards motion, not the outcomes the business needs next year. The fix is structural, not another dashboard.
Straighten the revenue engine: territory and coverage logic, pipeline definitions, CRM hygiene, comp alignment, and the reporting leadership actually trusts.
What's included
Definitions first, then the system that enforces them
Reporting is the last step, not the first — it becomes a by-product of an operating model people agreed to.
- 01
Entry — Revenue Operations Diagnostic
Funnel and conversion analysis, CRM data-quality review, coverage model check, and a findings memo with the three constraints that matter.
- 02
Core — Operating Model Rebuild
Stage and exit-criteria definitions, CRM reconfiguration, forecast cadence, activity and outcome reporting, and enablement for managers.
- 03
Ongoing — Revenue Operating Cadence
Monthly pipeline reviews with the leadership team, quarterly plan resets, and continuous instrumentation as the motion changes.
Proof of work
A forecast that held for three quarters
One engagement, end to end.
Professional services firm · $22M revenue
Forecast variance inside 8% for three consecutive quarters.
Stage definitions and exit criteria were written with the sellers, then enforced in the CRM, replacing parallel manager spreadsheets with one reviewable pipeline.
Reporting
Board pack prep down from about three days to under an hour.
Once definitions were enforced at entry, the quarterly reporting assembly disappeared instead of being redesigned.
Who this is for
Where this work lands best
Start with an assessment.
Every engagement begins with findings, not a proposal for software.