A revenue operating system your team can actually run.

Diagnose. Who feels the pain most and owns the budget to fix it, where the mobilizers sit, which messages and proof points cut through for each persona (impact, ease of implementation, security), and who to walk away from.

Deliver. A scored ICP with an explicit unacceptable customer profile, wired into Gate 1. A persona map built from calls, ride alongs and lost deals, owned jointly with Product and Marketing and refreshed from the field. ICPs evolve and need to be revisited.

Proof. Zipwhip made a deliberate bet on insurance to move upmarket into an enterprise ICP, despite board skepticism, because field intelligence surfaced workflow pain points, industry transformation, and persona needs that desk research could not.

Diagnose. Pipeline and conversion by source; growth by industry, segment and territory; the Marketing to SDR to AE handoffs; and whether Marketing and Sales run on one set of metrics for messaging, signal and motion.

Deliver. Gate 0 signal thresholds for product led accounts. Named, tiered account lists. SDR and AE pod design with a handoff SLA. Outbound plays by persona. AI for research, call prep and follow up, so sellers spend their time selling. One shared scoreboard with Marketing.

Proof. 5.5× pipeline generation against target at Twilio, built with Marketing on shared messaging, signal data, CTA follow up SLAs and SDR performance, tracked through to revenue booked.

Diagnose. Whether the standard for great is clear and shared, how managers spend their week, whether 1:1s are coaching or status updates, how long new hires take to ramp, and whether the top performers are staying.

Deliver. A clear standard for what great looks like, a hiring profile for the motion you are building, a ramp plan, and development paths that keep the top performers. A development plan for every AE, built from both the numbers and observed skills. A weekly AE 1:1 run on the gate card: gate criteria on one side, the next three selling motions on the other. A monthly all hands covering the business, product, enablement and recognition, celebrating milestones as well as wins. Deal coaching on live opportunities, ride alongs, and team enablement that turns what the best AEs do into how everyone sells. A manager inspection cadence that catches a stalled deal before the forecast call does.

Proof. At Twilio, B.J. rebuilt the AE and Director bench in six months and implemented the Deal Control Playbook, the Challenger Sales methodology, and a coaching cadence that reinforced the new standards. At AT&T Mobility, B.J. authored an award winning, three level solution selling certification program that more than 225 AEs and Sales Directors went through. He also worked with a leading consulting team to launch a 360 degree change management initiative that upgraded a sales team in 90 days, assessed entirely on qualitative skills. It set a new standard for the skills demonstrated and the performance delivered. We have a lot of experience in team development and can tailor a plan to what your team needs.

Diagnose. Where your deals die, where AEs get wrapped around the axle on the same obstacle every time, and where they need more enablement.

Deliver. Five tests that tell a real champion from a friendly contact: pass three and you have a Mobilizer. A leverage check, scored before you talk price. Pilot success criteria the customer can actually measure in time, not numbers buried in a data lake. The obstacles that stall deals at the same stage every time, and what to watch for. Taught on your live deals, built on Challenger and Solution Selling.

Proof. Installed at Twilio inside the first six months of the rebuild.

Diagnose. How many functions touch a big deal, how decisions get made to support it, and where the revenue team needs to meet each function to move faster.

Deliver. A Deal Walk every two weeks, weekly once the team is large enough to need it, interlocked with the AE 1:1 and the forecast call, so there is one language from rep to board. Technical Acceptance as a formal SE sign off, not a feeling. Executive sponsor cadence on the deals that matter. This is influence, not authority: getting functions that do not report to Sales to commit to the deal.

Proof. The weekly Deal Walk at Twilio, run across functions with a 30+ person sales team from the first quarter of the transformation, built collaboration through transparency.

Diagnose. Whether the CRM stage and the forecast category move on the same gate evidence. Next steps in the CRM show where each deal is going; the forecast shows what closes this quarter. When the two disagree, one of them is a guess. Then deal level accuracy against revenue accuracy, aging by stage, and how much of the quarter closes from the deals that started it.

Deliver. Gates 0 to 5 before the signature and 6 to 8 after it, each with mandatory exit criteria built on buyer evidence. The forecast category is read from the stage, never set on its own. A formal pilot is a major resource commitment from the buyer, so entering one is Most Likely; an early competitive bake off is not. The agreed outcome of a successful pilot is a commitment to move forward: the MSA finalized, an implementation date set, and the paper process mapped out, so you know exactly who signs and what their calendars look like. AE self certification and manager sign off before a stage or forecast category moves. The AE Gate Card comes to every 1:1 and forecast call and replaces status updates with coaching: gate criteria on one side, the next three selling motions, owners and dates on the other. Aging thresholds by stage (on track, watch, at risk), week over week deltas and deals slipped out of quarter, in one view, with early disqualification rules so sellers stop investing in deals that were never going to close.

Proof. During change management, this operating rigor moved opportunity forecast accuracy at Twilio from under 50% to just above 70%, measured at day 45 of the quarter. Revenue accuracy can be made by brute force. Deal level accuracy is the honest number, and it is the one we manage to.

Diagnose. Where pricing, billing, support, product, marketing or legal were never built for enterprise deals, and who decides how to resolve it.

Deliver. An executive alignment cadence, clear decision rights and an open forum for trade offs. Set the north star and align company incentives with the behavior the motion needs: comp, capacity and rules of engagement designed with the CFO, HR and RevOps. Recognition for the coalition’s deliverables, not only the AE.

Proof. Zipwhip’s upmarket move, where every function had to harden around deals it was never built for. We removed obstacles and hardened processes across every function to win Fortune 250 customers and compete for Fortune 100 deals.

Diagnose. Time to value, expansion by account, access to power, and how well the Sales to CS handoff keeps momentum building.

Deliver. A handoff with six required elements, so Customer Success runs kickoff without rediscovery and the seller stays in the room. Post sale Gates 6 to 8: first value in the customer’s words, ROI against the original business case, and expansion qualified like new business. Ownership set once: sellers own the large new growth opportunities, Customer Success owns support, QBRs, optimization, and smaller expansions and renewals; complex ones go to the seller. Product feedback sessions with customers in the room, and advocacy built from the accounts that are winning.

Proof. Farmers grew from an initial $680K into a multi million dollar expansion across multiple business units. Boeing was signed at $500M and billed significantly beyond that.

Diagnose. Where your wins, deal sizes and cycle times already cluster. Then every candidate vertical is scored against the others on the Five Filters: fit (the ICP plus an operational necessity), right to win (a competitive or regulatory advantage), speed (time to value), economics (larger deals that repeat) and reach (an ecosystem partner and the reference density to spread). A vertical earns a team only when it is big enough to matter and narrow enough to own.

Deliver. Two plans, run together. External: land the first lighthouse customers, get on site, build an industry insight inside their operation, sequence the ecosystem partners, and turn early wins into the references that establish authority. Internal: hire the right team, stand up the center of excellence, and build domain expertise in every function (SDRs, AEs, SEs, Customer Success, Product and Marketing) until it is institutional knowledge. Kill criteria are set up front, so a vertical that is not working gets stopped.

Proof. B.J. has built vertically at every stage of a company, from startups to the Fortune 500. At Twilio, he led work across financial services, healthcare, retail, manufacturing, and high tech teams. At Zipwhip, across insurance, financial services, and retail. At Glympse, across logistics and field service. At AT&T Mobility, across centers of excellence in healthcare, logistics, transportation, field service, government, manufacturing, utilities, retail, and high tech.