Revenue operations consulting

Businesses arrive with a symptom. The diagnosis is almost always somewhere else, and it is almost always a definition or a join that nobody owns.

“Sales and finance disagree about last month.”

Two systems hold a number called revenue and neither owns the definition. Usually one counts bookings and the other counts collections, and nobody wrote that down.

“We do not know which channel is working.”

Campaign naming was never enforced, so ad spend cannot be joined to closed revenue at customer level. The reports are real; the join is guesswork.

“Leads go cold.”

There is no owner, no clock and no escalation. Response time is a function of who happened to be looking at the inbox.

“Reporting takes the whole week.”

Someone is exporting from five platforms and reconciling by hand, so the numbers describe a week that has already finished.

“The CRM is a mess.”

Duplicates from prior migrations, ownership that no longer matches the team, and no survivorship rule for which value wins. Every meeting opens with an argument about the data.

1. 01

   Audit

   Every system that touches a customer, what it holds, and where the same fact is stored twice. We map the joins that do not currently exist, because those are the reports you cannot build.

   Ends withA systems map and a written list of what disagrees with what

2. 02

   Definitions

   Agree what a lead, an opportunity, a customer and revenue each mean, in writing, with the people who will argue about it later. This is the step teams skip and the reason most dashboards get abandoned.

   Ends withA definitions document signed off by sales, marketing and finance

3. 03

   Data quality

   Deduplicate on deterministic keys first, fuzzy matching second, with a documented rule for which value survives. Rebuild ownership from an agreed source of record. Enforce naming at the point of entry rather than cleaning it later.

   Ends withA CRM people quote instead of work around

4. 04

   Pipelines and automation

   Scheduled syncs between the systems, routing and escalation on rules the team agreed, validation that fails loudly, and alerting when a source stops delivering.

   Ends withData arriving on a clock, without anyone exporting anything

5. 05

   Reporting and handover

   A modelled layer above the warehouse so group and team numbers cannot disagree, dashboards built on the agreed definitions, and documentation your team can maintain without us.

   Ends withNumbers before the meeting rather than after it

Client names are withheld under confidentiality, so each is identified by sector on the case studies page. The problem, the work and the result are as they happened.

30 hrs → 2 hrsWeekly reporting preparation

Six sources consolidated, validation automated, daily refresh instead of weekly. 93% less manual preparation. Case study.

31% → 0.4%CRM duplicate rate, sustained

Deterministic then fuzzy matching with a survivorship rule, running nightly rather than as a one-off cleanup. Case study.

2 hrs → 4 minMedian first response to an enquiry

Validation, enrichment and routing on agreed rules, with an SLA clock and escalation. No leads unassigned overnight. Case study.

£240kPipeline surfaced from existing records

4,800 dormant records re-scored against last contact, acquisition cost, previous value and stall stage, refreshed daily. Case study.

9 → 1Sources conformed to one model

Three brands, three CRMs, one shared dimensional model. Group and brand numbers now come from the same place. Case study.

4 → 1Systems to check for one customer

Lead, call, opportunity and payment signals resolved to a single customer identity. 100% of calls matched to CRM records. Case study.

We are the wrong answer if the problem lives entirely inside one tool and one team. Hire someone who knows that tool deeply instead — it will be faster and cheaper, and we will tell you so on the first call.

How long does a RevOps engagement take?

The audit and definitions work is usually two to four weeks. Data quality and pipelines depend entirely on how many systems are involved and how bad the duplicate situation is — that is the part that varies, and it is why we scope it after the audit rather than before.

Do we need a data warehouse?

Not always. If everything lives in one CRM and you need better reporting inside it, a warehouse is overhead. If you have several systems that each hold part of the customer, you need somewhere to join them, and doing that inside a CRM tends to end badly.

Will this work with our existing tools?

Usually. We work with what you already pay for rather than proposing a migration, because a migration is a project on top of the project you actually have. We will say so if a tool genuinely cannot do what you need.

What happens when the engagement ends?

You own everything: the pipelines, the definitions document, the dashboards and the documentation. If we have built something only we can maintain, we have done it wrong.

Can you fix the CRM without touching the rest?

Sometimes, and we will tell you when that is true. But the CRM is usually messy because of what flows into it, so cleaning it without fixing the inputs buys about a quarter before it returns.