We embed as a Fractional COO to own the operating model: RevOps infrastructure, GTM architecture, sales process, and the org design to scale it.
Most strategy problems are operating problems. Leadership knows the direction. The breakdown is in the infrastructure: the RevOps that can't report what's real, the sales process that lives in people's heads, the GTM motion built for a business that existed two years ago.
We fix the system beneath the strategy so the strategy can actually work. Then we operate inside it, accountable to the same numbers your board is measuring.
This is the right pillar if:
Diagnose, build, then operate. Phases are gated, not dated. We earn the next one before moving.
Not what leadership thinks is happening, but what's actually happening. Revenue mapping, pipeline diagnostics, org capacity, and tech gaps across the full operating model.
GTM architecture, sales process design, RevOps infrastructure, and the org model to run it. Documented and aligned with leadership before we build.
Embedded operating leadership accountable to the same revenue and efficiency metrics your board sees. Not a strategy consultant who disappears after the deck.
CRM, pipeline, and forecasting for the business that has outgrown spreadsheets but hasn't invested in operating infrastructure. The base layer everything else runs on.
For the business entering a new segment or scaling a motion that works at 10 reps to 40. Full architecture, playbooks, and the metrics to know it's holding.
Fractional COO engagement across the whole model: strategy through execution, accountable to one number. For the business that needs operating leadership now.
One pillar, one URL. Systems are sections on this page, not a separate Solutions catalogue. The scope is set against the diagnostic, so you buy the system the business needs, not a fixed package off a shelf.
A consultant delivers a recommendation and leaves. A Fractional COO owns the outcome. We attend leadership meetings, work in your systems, manage your RevOps and sales infrastructure, and carry the same accountability your leadership team does. The diagnostic is where we start, not where we finish.
Yes, and often do. The Fractional COO typically operates above the VP of Sales as an operating partner to the CEO, handling pipeline infrastructure, org design, and cross-functional coordination while the VP focuses on leading the team. Where the VP is strong at execution but lacks operating infrastructure, we build what they need.
A clean CRM implementation and pipeline hygiene project typically delivers meaningful visibility improvement within six to eight weeks. GTM architecture and sales process work compounds over a quarter. The full operating model, the one in the Saberton and humm numbers, takes two to three quarters to show at the business level.
Both, depending on complexity. For CRM and common RevOps tools, we implement directly. For enterprise systems or specialized platforms, we design the architecture and oversee implementation by specialists. We don't create dependency on systems we don't own.
Usually one of three moments: rapid growth that has outpaced the operating infrastructure, a pivot or new market entry that needs a clean GTM motion, or a performance problem where leadership suspects the issue is operational but can't see exactly where. The Operating Assessment surfaces which of the five services matters most for where you are right now.
The Operating Assessment maps the full picture across five lenses. You leave with a prioritized roadmap, not a pitch.
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