Find the revenue you're already losing.
Between a new lead and a renewal, most fast-growing businesses lose money they never see. I fix the CRM, pipeline reporting and forecast so leadership can trust the numbers, stop leads going stale, and set up the system so revenue stops leaking. One or two days a week.
Three reasons a business misses out on revenue it has already paid for.
Nobody knows the full unit economics.
Not the gross number — the real one. What a customer costs to serve once support, delivery and refunds are counted, and which segments are quietly losing money while the top line grows.
The reporting can't be trusted.
The CRM says one thing, the finance export says another, and the spreadsheet somebody maintains says a third. So decisions get made on whichever number is nearest to hand rather than the one that's right.
Nobody audits the processes.
How you qualify, hand over, onboard and renew was decided once, when the business was a different size, and never looked at again. Nobody owns the question of whether it still makes sense.
The whole customer lifecycle. Every stage instrumented.
Not a strategy for the lifecycle — the working system underneath it, so you can see where revenue leaks and what it's worth to fix.
Most engagements start the same way. Few of them end there.
Nearly everything starts with a two-week diagnostic. Sometimes that's the whole job. More often it becomes a build, and sometimes it becomes ongoing fractional RevOps. You can start anywhere — most people start at the beginning.
Revenue Engine Diagnostic
Your customer lifecycle mapped end to end, from first touch to renewal. Every leak found, priced and sequenced — so you know what it's worth before you spend anything fixing it.
Revenue Engine Build
Qualification, enrichment, routing, conversion, onboarding and retention tracking. Built, instrumented and documented, then handed to the team that runs it.
Fractional RevOps
Ongoing RevOps, with the engine build included. I keep the CRM, pipeline reporting and forecast accurate, stop leads going stale, and run the revenue cadence.
Four times I've owned this line. Two as a hire, two as the operator.
Where a business loses money after the sale
Every lead, enriched before the call
A cost base that couldn't survive the next round
The one where the P&L was mine
I've done this from three seats.
AI-native revenue operations for fast-growing businesses. I fix the CRM, pipeline reporting and forecast so leadership can trust the numbers, stop leads going stale, and set up the overall system so revenue stops leaking.
Most people at this level arrive with a framework and leave with a deck. I build the systems myself — CRM architecture, routing, enrichment, lifecycle scoring, reporting — in Claude Code, n8n and HubSpot. Your engineering team never sees a ticket.
Ex-Uber, MSc in project finance, have run a full P&L and cut unit costs by 60% at Cloud Cycle. So I'll tell you when the problem isn't your funnel but your pricing, or what your customers cost to serve.
Based in London. Currently open to fractional RevOps work with fast-growing businesses in any sector, across the UK and Europe.
Cut unit costs 60%, rebuilt the deployment process end to end, and built the operating frameworks for simultaneous entry into the UK, France and Italy. Reported to the CEO; left the business with a fundable gross margin profile.
Built a B2B marketplace from concept to acquisition, bootstrapped. Owned the full P&L, managed a team of 7, built the matching and vetting systems that cut time-to-hire 40%, and led the acquisition handover with 100% organisational continuity.
Joined the Uber India launch team at 19 rides a day and left at 1.2 million. Then ran demand generation operations and strategic partnerships at Urban Company, where rearchitecting the supply-demand mechanics on a consumer services marketplace lifted transaction volume 20%.
MSc International Project Finance. Emily Boutmy Scholar.
What founders ask before reaching out.
What does fractional RevOps actually cover?
In my case, the whole revenue system. I fix the CRM, pipeline reporting and forecast so leadership can trust the numbers, and stop leads going stale: how a lead is qualified, enriched and routed, and what happens between interested and closed. Then onboarding, retention, expansion, and what each customer costs to serve. I hold the P&L view throughout, and I build the systems myself rather than specifying them for someone else to build.
How is this different from a growth consultant?
A consultant hands you a recommendation and leaves. I carry the line from a new lead through to the revenue it becomes — qualification, conversion, onboarding, retention, and the unit economics underneath all of it — and I build the systems that make each stage visible. One person accountable for the whole of it, not advice about part of it.
Do you need my engineering team?
No. I build the CRM architecture, routing, enrichment, lifecycle scoring and reporting myself, using Claude Code, n8n and whatever CRM you already run. Your engineers stay on product.
How long before I see anything?
The diagnostic takes two weeks and ends with the leaks found, priced and sequenced. A build runs four to six weeks — a recent front-of-funnel rebuild went live in three.
What size of business is this for?
Fast-growing businesses in any sector, roughly £1–10M, past product-market fit. Below that there usually isn't enough process to instrument yet, and you'd be paying me to build reporting on a business that's still changing shape. Above it, you should be hiring a full-time RevOps lead, and I'll tell you that rather than take the engagement.
How do fees work?
Fractional RevOps costs materially less than the loaded cost of a full-time RevOps hire at the same level of seniority. That's the comparison worth making, rather than a consultant's day rate.
The shape: a fixed fee for the diagnostic, a fixed fee for a build, and fractional RevOps as a monthly retainer against an agreed number of days. No consulting hours, no meter running, no surprise invoices.
I don't publish a rate card because the scope genuinely depends on the business. You'll have a number and a scope inside a week of the first call.
What happens to the systems when you leave?
You own them. Every engagement ends with a documented handover — architecture, workflows node by node, a troubleshooting guide — so your team runs the machine without me. That's the deliverable. A system that only works while I'm still being paid isn't one.
30 minutes. No brief required. Just a conversation.
We'll work out where your customer lifecycle is losing money and whether it's a problem I can fix. No pitch, no pressure — and if it isn't a fit, I'll tell you inside the first ten minutes.