Post-acquisition, there is no time to figure out the systems gradually. I come in as fractional RevOps lead and build the infrastructure the investment thesis depends on.
Private equity acquisitions have a common pattern. The business was generating revenue with informal systems. Now there is a board, a 100-day plan, and investors who need clean metrics. The CRM is a mess. Reporting is inconsistent. Nobody is sure which numbers to trust.
The board wants a revenue dashboard they can trust by Q2. We do not have one.
Audit the current state, identify the biggest data integrity problems, and prioritize fixes that unblock reporting.
Revenue reporting that tells a clear story and does not require hours of prep before every meeting.
Pipeline categories, close date hygiene, and commit versus call frameworks that give leadership a number they can trust.
Systems designed to support the headcount and revenue targets in the investment thesis, not just the current state.
I move quickly. The first call establishes scope and a realistic timeline for getting your revenue infrastructure to investor-grade.
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