I'm Bryan. A CRO owns the entire revenue number, not just sales, but the system underneath it: the go-to-market motion, the pricing and comp that drive behaviour, the forecast the board trusts, and where AI actually belongs in the stack. I step into that seat fractionally, at the moments it matters most, scaling into enterprise, a growth curve that's stalled, a post-raise reset, or the year before your first full-time CRO.
Most of my engagements start at an inflection point, a raise that resets the targets, a move up-market, growth that's stalled, or pricing that's quietly leaking value. The need is the same each time: senior revenue leadership in the seat now, without waiting on a full-time CRO hire, or committing to one before the role is even clear.
You can't be in every deal anymore, and the motion has to become a system that runs without you.
You want a senior operator to shape the role and build the foundation before you hire for it.
New targets, new board expectations and a GTM engine that has to scale fast without breaking.
You suspect you're underpricing, discounting reflexively, or packaging wrong and it's costing ARR.
Tools are piling up across the revenue stack with no strategy, no measurement, and no one accountable.
Your SMB motion doesn't work for six-figure deals and the engine has to mature fast.
You work directly with me, no associates, no hand-offs. Take one piece or the whole engine.
I take the revenue seat part-time and own the number, the team rhythm, and the operating system through a phase of growth or change.
ICP, segmentation, and motion design that fit your stage, from founder-led to a repeatable, forecastable engine.
Value-based pricing and packaging that capture what your product is worth, plus the comp and quota design that makes the team actually sell it.
Forecasting, data model, and process that hold under scale, getting clean signal out of the CRM, Gong, and the rest of your stack.
Every revenue team is bolting on AI (SDR agents, call intelligence, copilots) with no strategy and no guardrails. I build the decision layer most teams are missing: where AI actually earns its place in your motion, how it's measured, who owns it, and the controls that keep data, accuracy, and spend honest.
All hands-on, all tied to an outcome. We start by agreeing what success looks like in numbers.
Ongoing, 1–3 days a week. I run revenue or RevOps as part of your team through a defined phase.
Fixed scope: a pricing overhaul, GTM reset, RevOps rebuild, or an AI strategy & governance framework.
A standing sounding board for founders and revenue leaders, monthly sessions, async access between.
Score it across seven dimensions, see where you sit on the maturity curve, and find out which engagement fits.
I'd rather own a number than hand over a recommendation.
I'm a B2B SaaS revenue operator. I spent years inside the engine, as VP RevOps at Frontify and VP Commercial at Meteomatics, building the demand, forecasting, and GTM systems that turn unpredictable growth into a revenue engine that scales.
What I bring is range across the whole engine, not a single specialism, plus the judgement to know which lever actually moves the number. Demand generation that builds real pipeline, a sales motion that converts it, forecasting the board can trust, a renewal and expansion motion that compounds revenue you've already won, and the GTM roles, comp and operating cadence to scale the team behind it. Pricing and packaging are part of it, as is a clear-eyed read on where AI belongs in a revenue stack and where it's just expensive noise.
If you're a founder or revenue leader who needs the strategy and someone to actually run it, that's the work I do best.
A 30-minute call, no pitch. We'll pressure-test where your revenue is leaking and whether I'm the right person to help.
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