Erdem
Tokmakoglu
Scaling SaaS & tech platforms into predictable revenue engines. Trusted partner to C-suite and equity partners across hypergrowth, PE exits, and commercial transformation.
revenue infrastructure built ground up
$150M → $500M+ engineered
managed
Verticals Scaled
The work starts with the system.
Companies do not fail to scale because of strategy, product or effort. Most of the ones I have worked inside had a defensible strategy, a good product, and people working eighty-hour weeks. They fail because they build the wrong operational capabilities at the wrong time — and getting that sequence wrong is almost never diagnosed as such. It is diagnosed as a sales problem, or a leadership problem, and the company reorganizes, and eighteen months later it has the same problem with different names on the org chart.
Underneath every one of those failures sits a smaller question that nobody had answered.
"Who owns this? Not who reports it. Not whose name is on the objective. Who owns the definition, the threshold, the handoff — and who owns the question of whether the thing should still exist at all."
The answer is usually nobody, and nobody has noticed, because a metric is green and a person is busy. The work has ranged from rebuilding a Market-to-Cash operating model at a NYSE-listed company to architecting the revenue infrastructure behind a 3.3× ARR growth trajectory and a $5.3B PE-to-PE recapitalization. What stays consistent: design before you scale, name an owner before you build, and build for durability rather than speed.
I work with executive teams and equity partners who need a clear-eyed read on where the commercial system is breaking — and an operator who can build the fix. Not a consultant who delivers a deck. Someone who owns the outcome. That distinction is not about competence; the recommendations in most decks are correct. It is about what happens in month seven, when the design meets the compensation plan and the compensation plan wins. Somebody has to be there for that, with authority, and with their name still on the original recommendation.
- MBA — Kellogg School of Management, Northwestern University
- MA in Finance — Yonsei University
- BA in Economics — Kongju National University (Korean Government Scholar)
- ExperiGreen — PE-backed $100M ARR subscription platform (operating model, analytics & growth strategy)
- Salesforce — Advisory Board Member (enterprise GTM & AI product strategy)
- Forrester Master of Business Cases, Customer Experience & B2B Marketing
- Project Management Professional (PMI)
- Certified Scrum Product Owner (CSPO)
- Salesforce Certified Administrator & Pardot Specialist
Where I operate
Bringing together strategy, operations, and infrastructure to build commercial systems that scale.
Designing and implementing integrated Market-to-Cash systems — connecting pipeline generation, quoting, contracting, billing, and forecasting into a unified operating infrastructure.
Building scalable go-to-market models that align sales, marketing, and customer success around a unified customer lifecycle — from demand generation through retention and expansion.
Leading data-driven commercial transformations for PE-backed and public companies — improving operating leverage, forecasting accuracy, and margin performance ahead of exits and IPOs.
Work in action
Selected engagements across public and PE-backed SaaS platforms.
Systemizing Growth at Public Scale
Redesigned Ibotta's commercial operating model from a fragmented, enterprise-led system into an integrated Market-to-Cash revenue engine — connecting strategy, execution, and infrastructure across the full revenue lifecycle.
Building a Growth Engine Ahead of a $5.3B Recapitalization
Architected the revenue operating system at Modernizing Medicine during rapid PE scaling — driving 3.3× ARR growth and five post-merger GTM integrations ahead of the company's landmark exit.
Sharing the playbook
Speaking on commercial transformation, AI-era GTM operations, and building scalable revenue systems.
Panelist exploring how AI is reshaping commercial excellence — covering buyer behavior shifts, seller effectiveness in an AI-enabled environment, and the new operating model required to compete and win.
Frameworks for understanding where a company sits on the enterprise maturity curve — from Revenue Model and GTM Fit through Scalability, Sustainability, and beyond — and what operational priorities each stage demands.
Presented a precision-growth framework addressing the John Wanamaker problem in B2B sales — tying pipeline activity back to revenue outcomes through closed-loop data feedback. Covered marketing signal quality, sales process optimization, and closed-loop data feedback systems that tie pipeline activity back to revenue outcomes — turning gut-feel spend into measurable, repeatable growth.
Working with companies navigating
commercial transformation.
If you're scaling a revenue team, restructuring a GTM motion, or building infrastructure ahead of an exit — let's talk about what the system needs to look like.
Start a ConversationLet's talk revenue
Whether you're navigating a commercial transformation, preparing for an exit, or building a GTM engine from scratch — reach out.