Fractional RevOps
Get hands-on RevOps execution and strategy on a flexible schedule.
With a fractional RevOps engagement, you choose how many days a week you need. We use that time to focus on the most important work - from data foundations and handoffs to automation and enablement.
You get senior RevOps ownership without the overhead of building a full-time function before you are ready.
A snapshot of what we deliver
The client
An Australia-based B2B SaaS cybersecurity company with significant RevOps debt and no prior RevOps function.
The challenge
Untangle years of RevOps debt, give leaders visibility across the funnel, and help go-to-market teams pull in the same direction - all within a fractional 2.5 days a week engagement.
The company came to us with a familiar problem: strong product, solid demand, and a tech stack that had been patched together as they went. By the time we met, everyone agreed there was “RevOps debt” - they just didn’t have the language or capacity to define what that meant or how to fix it.
We started like every fractional engagement - with a discovery meeting. Our RevOps expert joined the Head of Sales and Head of Marketing, who were chosen as the project champions, to understand goals, constraints, and where the day-to-day pain was most acute.
The first conversation surfaced issues from every direction: Sales struggled to prioritize leads, Marketing could not see who was worth targeting inside a huge database, pipeline visibility was patchy, handoffs between Marketing - Sales - CS were unclear, and each team was working from its own data silo.
Rather than racing to deploy new workflows, we pressed pause for a week or two to understand the system we were walking into.
Our RevOps expert mapped the tech stack, reviewed CRM configuration, evaluated existing automations and reports, and ran interviews with end users. Along the way, we catalogued additional issues - conflicting lifecycle definitions, missing fields that blocked reporting, and automations that no one remembered owning.
The output was a clear, digestible roadmap. Every initiative had a description, business rationale, time estimate, and dependency notes. In a follow-up session with the champions, we refined and re-ordered this list based on company goals and constraints.
That collaboration meant that when we started execution, everyone understood why we were doing each piece of work and what “success” looked like.
Execution then became a rhythm, not a fire drill. Week by week, the RevOps expert split time between Sales and Marketing based on urgency and business impact.
Together with the champions we implemented an automated lead scoring model so Sales knew who to call first, designed and rolled out a clearer customer journey with automated handoffs, and tightened data governance so that every team could finally rely on the same numbers. Training and enablement were built into each release - short sessions, documentation, and in-context coaching - so improvements actually stuck.
By the end of the engagement, the company had more than “a few new workflows”. They had a shared go-to-market system: leads were prioritized automatically, Marketing could segment a once-chaotic database, pipeline reviews were grounded in reality, and handoffs no longer depended on whoever shouted loudest in Slack.
The RevOps debt that once felt abstract had been turned into a concrete roadmap - and a set of habits the team could carry forward.