Revenue Operations is a remote-native function. The CRM, the pipeline data, the reporting dashboards, the handoff process design — none of it requires being in the same room. I've run engagements with companies in Boston, Seattle, Chicago, Atlanta, and the Bay Area without ever boarding a plane, and the work has been identical to what I'd do in person.
That said, location does matter in one specific way: for companies in Arizona and the surrounding Southwest who want occasional face-to-face time, proximity is a real advantage. This piece covers both — what the work actually looks like remotely, and what working with a local consultant can add.
What I Do (Revenue Operations for Growth Companies)
I'm a fractional Revenue Operations consultant. The work is building, fixing, and optimizing the systems that sit behind a company's revenue — the CRM, the pipeline process, the reporting, the handoffs between teams, and increasingly, the AI and automation layer that makes all of it more efficient.
The clients I work with are typically at $5M to $100M in revenue, with a sales team of 5 to 30 people, and a specific problem that's costing them more than they realize: pipeline they can't forecast, CRM data nobody trusts, marketing spend they can't attribute to closed revenue, or a first sales hire waiting to be made but no system to hand them.
The full scope of what I cover is on the Solutions page. The six core areas: CRM design and integration, process and workflow automation, reporting and revenue analytics, go-to-market systems, AI and GTM automation, and ongoing RevOps partnership.
Who I Work With
There are five profiles that describe most of the companies I work with:
- Mid-market companies ($5M–$100M) that have outgrown their informal processes and need real RevOps infrastructure
- Growth-stage SaaS teams building their first real GTM motion post-product-market fit
- Founder-led businesses that need to build the system before they hire their first rep
- PE-backed companies that need board-ready reporting fast after an acquisition
- Professional services firms with relationship-driven sales cycles that don't fit standard CRM templates
The full breakdown of who I work with — and what each engagement typically covers — is on the Who I Work With page.
What Remote RevOps Engagement Actually Looks Like
A typical engagement starts with a diagnostic call — an hour to two hours where I learn about the business, the current state of the revenue system, and what's causing the most pain. From there, I propose a scope and timeline. The work itself is a mix of asynchronous (CRM configuration, documentation, reporting builds) and synchronous (weekly check-ins, team training sessions, pipeline review participation).
Remote works well for this type of engagement because the artifacts of RevOps work — the CRM itself, the reports, the documented processes — are inherently digital. I'm in your HubSpot or Salesforce, in your Slack, in your shared docs. The work is visible and verifiable regardless of where I'm sitting.
Why Local Businesses Choose a Local Consultant
For Arizona companies specifically, there are a few practical advantages to working with someone in the state. For the occasional in-person working session — a strategy day with your leadership team, a hands-on CRM training — proximity matters. For companies that are more comfortable with a relationship that could become face-to-face when it's useful, being in the same time zone and a reasonable drive away is meaningful.
There's also a local network dimension. Phoenix and Scottsdale have a growing mid-market business community, and a consultant who's embedded in that community will often have context that an out-of-state consultant won't — familiarity with the local talent market, the local PE community, and the specific business dynamics of the Southwest.
Arizona Clients: What I've Built Here
Most of my client work doesn't get named publicly — confidentiality is standard in consulting. But the types of Arizona businesses I've worked with include professional services firms in the Phoenix metro, mid-market SaaS companies with remote teams, and founder-led businesses in Scottsdale and Tempe that were building their first real sales infrastructure.
The RevOps problems in Arizona businesses are the same ones I see everywhere. The CRM is underused. The forecast is unreliable. The handoff between marketing and sales is informal. The board wants reporting that doesn't exist. Geography doesn't change the problems — it just changes the commute.
Arizona-based or working with an Arizona company?
Let's connect. Whether in-person or remote, the first conversation is a working session — not a pitch.
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