Author: editor
CRM Standardization Across Portfolio Companies: A RevOps Decision Guide for Operators
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An operating partner inherits a portfolio where every company runs a different CRM, or worse, three CRMs each and a spreadsheet the sales director actually trusts. Pipeline reported to the board does not reconcile with what the systems…
Read More »GTM Value Creation for Portfolio Companies: What to Decide, and How to Judge It
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By the first board meeting, the operating partner already owns a number. The revenue plan the deal team underwrote is now a commitment, and the gap between that plan and what the portfolio company’s go-to-market engine can actually…
Read More »How to Hire and Judge a GTM Strategy Consultant for Portfolio Companies
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An operating partner who has just signed off on a growth thesis usually inherits the same problem in month two: the portfolio company can describe its product and its pipeline, but nobody can explain why revenue lands where…
Read More »CRM Standardization Across Portfolio Companies: A RevOps Playbook for Operating Partners
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An operating partner inherits five portfolio companies running five different CRMs, three of them customized past recognition, and a board deck that promises cross-sell synergies nobody can measure. The problem is not the software. The problem is that…
Read More »CRM Consolidation for Portfolio Companies: The Operator’s Decision Guide
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An operating partner inherits a portfolio company with three CRM instances, a marketing platform nobody trusts, and a revenue forecast the CFO builds by hand in a spreadsheet every Friday. That is the starting condition for most CRM…
Read More »How to Judge a Revenue Operations Consultant for Private Equity
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An operating partner with a stalled forecast has a narrow window to decide whether the problem is the pipeline, the process, or the person running revenue. A portfolio company executive who just missed a quarter has the same…
Read More »RevOps for Private Equity Portfolio Companies: What to Decide and How to Judge It
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When a portfolio company misses its bookings plan two quarters in a row, the operating partner rarely gets a clean answer to why. The CRM says one thing, the finance model says another, and the sales leader has…
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