Does this sound familiar?
From current operating model to target operating model
Every portfolio company has a commercial operating model: how sales, marketing, customer success and finance work together, which processes and systems they run on, and how leadership steers. In due diligence, the question is how mature and scalable that model is, and how much of the revenue it can reliably predict. After the deal, the question becomes what the target operating model should look like to deliver the investment case, and how to get there without disrupting the business.
That's where RevOps comes in. I look at the operating model the way an operator does: the CRM and data behind the numbers, the processes behind the pipeline, the handovers between teams and the reporting that leadership relies on. From there, we define the target operating model, the roadmap to reach it and the governance that keeps it in place.
How I help
Commercial and operational due diligence
- CRM and data quality assessment
- Forecast reliability analysis
- ARR / NRR integrity checks
- Pipeline health and reporting confidence
- GTM process maturity evaluation
- Tool stack and scalability review
Post-acquisition value creation
- Target operating model for the commercial functions
- Forecasting and KPI standardization
- Board-ready reporting structures
- GTM process optimization and revenue operations governance
- Sales, CS and finance alignment, and an operational cadence
M&A and GTM integration
- CRM harmonization
- Account and territory mapping
- Pricing and packaging alignment
- KPI standardization and reporting consolidation
- Cross-functional coordination
For the detail behind each area, see Sales Forecasting & Revenue Reporting, Existing Business: Customer Retention & Expansion and Pricing & Quote-to-Cash.
How we work together
For deal teams, a focused, time-boxed assessment with clear findings on the commercial operating model. For portfolio companies, hands-on work with the management team on the foundations, from the first 100 days to integration, documented and handed over so the company runs it independently.