What is the difference between RevOps and sales ops?

Sales ops serves one team. Revenue operations owns the system those teams sit in — marketing through sales through delivery through renewal. The distinction decides who you hire and what they are accountable for.

How long before the forecast improves?

Stage definitions and pipeline hygiene usually move forecast accuracy within one to two quarters. Anything promising faster is describing a reporting change, not a systems change.

Do we need new software?

Usually not. At $5M–$20M the platform matters much less than the process discipline around it. Most engagements start by making existing systems agree with each other.

Revenue Operations Consulting

Revenue operations is the connective tissue between sales, marketing and delivery. When it is missing, the symptoms look like people problems.

Book a call

By the time a company reaches $5M, it usually has a CRM, a pipeline, a forecast and a set of reports. What it rarely has is anything making those agree with each other.

That gap is revenue operations. It is the reason the forecast is wrong, deals stall at a stage nobody defined, and three teams report three different numbers for the same month.

What we actually do

Diagnose the revenue system end to end. Lead capture through renewal. Where records break, where handoffs drop, where the data stops being trustworthy.
Rebuild the pipeline so it means something. Stage definitions with exit criteria, so “qualified” is a fact rather than an opinion. This alone usually fixes forecast accuracy more than any forecasting tool.
Make the CRM match the business. Most CRMs at this size are configured for how the company sold three years ago. See CRM consulting.
Instrument the handoffs. Marketing to sales, sales to delivery, delivery to finance. Most revenue leaks live in the gaps between teams, not inside them.
Put a deal desk in place where deal complexity warrants it.

Symptoms this addresses

The forecast is consistently wrong in the same direction
Two systems disagree about the same customer
Deals sit in a stage for weeks with no defined exit criteria
Reps spend meaningful time on admin the system should handle
Nobody can say what a lead costs or what a channel returns
Handoffs between teams depend on someone remembering

Why we are structured differently

Most RevOps consultancies deliver a project and leave. Most fractional operators come from general management and treat revenue systems as somebody else’s domain.

We do both: the systems work, and the operating accountability that makes it stick. In practice that means the engagement does not end when the CRM is rebuilt — it ends when the operating rhythm around it is running without us.

That is also why RevOps and fractional operating are the same offer here rather than two. The systems and the management of them are not separable at this company size.

Start with a revenue leak audit

Two to four weeks mapping where revenue leaks between your systems and what it costs. Findings are yours either way.