See where deals are won and lost, and make growth predictable.

Where the problem shows up

When revenue slows, most businesses look at the sales team. Targets are reviewed, scripts are adjusted and another round of lead generation begins, because sales is where the numbers become visible. The assumption is that the people closest to the revenue are the cause of its movement.

Revenue problems that look like sales problems are often operational ones. Data that should move between marketing, sales and customer success does not, handoffs between teams add friction that slows deals, and reporting tells leadership what happened last month without explaining why. How much pipeline is lost in the gap between two systems that nobody owns? And what does a business learn about its own growth when each team measures a different part of the funnel?

The better principle is to treat revenue as an operational system with clear definitions, traceable data and owned handoffs. That is the work I do, with the discipline of an accounting background applied to the commercial side.

What I have changed for others

Client reporting: from many platforms to one funnel

A marketing team reported each client's performance from call tracking, Google Business Profile, traffic, rankings and the CRM separately, so nobody could follow a visit to a customer. I built a Looker Studio system that connects acquisition metrics with CRM and lead-stage data in one dashboard per client, from visibility to conversion. It shows funnel conversion rates, lead sources, opportunity stages and lost reasons, and gave SEO, marketing and management teams one shared view. Read the case study.

60+ websites: one shared model for performance

Marketing performance was spread across dozens of websites, and without a shared model teams could not compare results or calculate return on investment. I designed the foundation schema and centralised Search Console and analytics data from more than 60 websites in BigQuery. Performance across properties can now be compared on the same terms. Read the case study.

What changes for your business

Leadership can see which stage loses the most deals and why, and a change to a definition is made once. CRM data matches how the team actually sells, and handoffs between marketing, sales and customer success have owners. The work can include CRM architecture and hygiene, reporting infrastructure for pipeline health and conversion, and process design for each handoff.

Where this leads next

RevOps depends on connected systems and consistent data, so it often runs alongside data liquidity and information systems. If your systems are already connected, we can begin with the reporting layer.