The work speaks for itself.

A PE-backed accounting firm at $20M in revenue was undergoing a complex transformation — integrating acquisitions, rationalizing service lines, and trying to cross-sell across a newly combined client base. The existing compensation structure rewarded partners for protecting their book of business, not for growing it. The result was territorial behavior, zero cross-sell activity, and revenue that tracked below the value creation plan.

I designed a behavioral incentive architecture that replaced trailing revenue metrics with leading indicators — pipeline generation, cross-sell referrals, and new client acquisition in target segments. The comp plans included accelerators that rewarded collaborative behavior and penalized sandbagging. The key insight was that the firm didn't have a revenue problem — it had a behavioral problem, and the comp structure was reinforcing exactly the wrong behaviors.

The new compensation plans drove $1M above plan in the first month of implementation — 5% of annual revenue in a single month. The behavioral shift was immediate because the incentive architecture was designed to make the right actions the easiest and most rewarding actions.

A growth-stage technology company was undermonetizing its customer base with a flat pricing model and an unfocused acquisition funnel. Initial assessments revealed gaps in tracking and attribution, leaving stakeholders without the insights needed for data-driven decision-making. The company had explored PLG, allocated significant resources to events, digital campaigns, third-party partnerships, and outbound efforts — but low funnel conversion rates and below-average customer value highlighted misaligned targeting.

I redesigned the entire acquisition funnel — connecting fragmented data systems, mapping the full customer journey from awareness to acquisition, and optimizing every channel. An ICP model was created that drove a 3.17× increase in average customer revenue. I identified what was converting, cut what wasn't, and implemented price increases aligned to the segments delivering the most value. PLG was scaled back. Outbound and BDR channels were restructured for higher-value conversations.

The result was a 12.5× improvement in net new monthly recurring revenue, a 332% surge in funnel conversion rates, and a 3.86× increase in customer count. Not from one segment — from restructuring how the company acquired, priced, and retained customers across every channel.

An experienced sales team of consistent performers had missed targets for two consecutive quarters despite no significant internal or external changes. The client required swift adjustments and had the resources in place to execute.

My assessment revealed that the funnel dynamics had shifted: instead of a strong focus on high-value opportunities, the pipeline had become skewed toward a larger proportion of lower-value deals with higher conversion rates. Grade A opportunities — worth more than 2× the value of high-volume transactions — were being deprioritized. Since the existing funnel and team were still productive, I didn't disqualify opportunities. Instead, I focused on creating accretive value: new targets for per-customer revenue, marketing campaigns to boost Grade A transaction volume, and a rebalancing of effort between high-value and high-volume opportunities.

Managers were trained on daily check-ins using real-time data. Executive sponsors were brought into Grade A opportunities earlier in the funnel. Pipeline coverage targets were restructured to include both value and deal volume. The result was a $2.7M revenue projection increase in FYH2, taking the in-year revenue from a $9.3M base case to an $11.5M better case — preventing a down-turn.