The problem this solves
Most B2B companies between ten and two hundred people live in a RevOps gap: too complex to run revenue operations off the side of a sales leader's desk, too small to hire a dedicated RevOps head. The symptoms compound quietly. Marketing and sales optimize their own funnels in isolation, tooling decisions get made per team, data definitions diverge, and every quarter someone rebuilds a report by hand because the systems do not agree.
How we work
This retainer fills the seat. We take ownership of the revenue operations agenda: a prioritized roadmap tied to your revenue goals, an operating cadence of planning and review meetings we run with your leadership, and clear decisions on process, data, and tooling questions instead of committee drift.
The leadership work is hands-on where it counts: we chair the RevOps cadence, arbitrate cross-team disputes about definitions and handoffs, prepare decision papers for tooling and licensing calls, and manage whoever executes, whether that is your admins, our delivery retainers, or third-party vendors. Execution capacity itself is deliberately separate, so the leadership hours stay strategic.
The engagement runs on a fixed monthly commitment, agreed upfront and predictable, with presence in your leadership rhythm. The exit path is part of the design: when the function outgrows fractional, we help you hire and onboard the full-time head and hand over a documented operating system rather than tribal knowledge.
Deliverables
- Owned RevOps roadmap tied to revenue goals
- Chaired operating cadence: planning, pipeline, and performance reviews
- Decision papers for process, tooling, and licensing calls
- Oversight of executing admins, vendors, or delivery retainers
- Documented operating system and hiring handover when you outgrow fractional