The Work

Work
in action

Deep dives into selected commercial transformation engagements across public, PE-backed, and high-growth SaaS platforms.

01 Ibotta — NYSE: IBTA 02 Modernizing Medicine — $5.3B Exit 03 MotionPoint — GTM Transformation
NYSE: IBTA Performance Marketing Platform 2024 – Present

Systemizing Growth
at Public Scale

Ibotta is a performance-based digital promotions platform connecting CPG brands with retailers and shoppers. Through its network, brands create targeted offers on a pay-for-sale model — giving clear visibility into attributable revenue while increasing basket size and customer engagement.

50+
Cross-functional workshops facilitated across Sales, Finance, Product, and CX
360°
Account visibility achieved via Salesforce + Campaign Manager integration
M2C
Full Market-to-Cash system redesigned end-to-end
3×
GTM motions unified: sales-led, managed service, and self-service
Prior State

Fragmented Commercial System

Prior to 2024, Ibotta had established strong product-market fit through its performance-based promotional network. However, its commercial engine had not evolved at the same pace. Growth was constrained not by demand, but by the company's ability to systematically access, convert, and expand.

The operating model was fragmented across strategy, planning, process, technology, and data. Sales remained heavily enterprise-led, limiting scalability into mid-market segments. Revenue planning was largely top-down, creating misalignment between quotas and actual market opportunity.

  • Market-to-Cash processes were manual and non-standardized, introducing friction across quoting, contracting, and invoicing
  • Core systems including Salesforce and campaign tooling were misaligned in function, forcing teams into workarounds
  • Metrics were decentralized, limiting visibility and slowing decision-making
  • Sellers operated with incomplete data, reducing penetration and weakening targeting effectiveness
"A business that generated value, but did so inconsistently — with limited scalability and measurable revenue leakage across the lifecycle."
Intervention

Designing the Revenue Operating System

In mid-2024, the executive leadership team engaged with me to redesign Ibotta's commercial engine from first principles. Rather than addressing isolated issues, the approach focused on building an integrated Market-to-Cash system that aligned strategy, execution, and infrastructure.

This began with a comprehensive Market-to-Cash blueprint — mapping the full revenue lifecycle, identifying systemic gaps, and defining the future-state architecture. The blueprint became the central alignment mechanism across executive leadership and cross-functional teams.

  • Over 50 structured workshops brought together stakeholders across Sales, Finance, Product, Engineering, Marketing, and Customer Experience
  • A unified GTM vision was established connecting sales-led, managed service, and self-service motions into a single coherent system
  • Quoting, billing, and pricing logic were redesigned ahead of formal program timelines, unblocking engineering and accelerating delivery
  • Strategic vendor partnerships were aligned to support long-term scalability, including next-generation revenue lifecycle tooling
  • AI engagement assistants and data-driven campaign budgeting models were integrated to improve revenue predictability
  • Pricing governance and deal discipline were introduced, improving enterprise contract margin protection
Outcomes

From Fragmentation to a Scalable System

The transformation established a new operational baseline across Ibotta's revenue engine. Commercial processes were standardized end-to-end with clear definitions, governance, automation, and predictability.

Market Coverage
Total addressable market visibility significantly enhanced, enabling systematic targeting, whitespace identification, and improved account penetration.
Workflow Automation
Core workflows across inquiry management, quoting, contracting, onboarding, billing, and cash collection were automated — reducing manual effort and accelerating time to revenue.
Technology Architecture
Systems re-architected into a hub-and-spoke model integrating Salesforce, Ibotta Campaign Manager, and financial systems for a unified 360° account view.
Centralized Analytics
A centralized analytics layer consolidated pipeline, funnel, and performance metrics into real-time dashboards — enabling faster, more informed decision-making.
Pricing & Margin
Pricing and discounting governed through standardized frameworks, improving margin control and consistency across deals.
GTM Expansion
GTM model expanded beyond enterprise to self-service and hybrid motions, unlocking new segments. Teams reoriented around verticals with AI-driven builder pods introduced.
"Not a set of incremental improvements, but the design of a coordinated commercial system capable of scaling."
PE Backed — $500M+ ARR Healthcare SaaS 2020 – 2024

Building a Growth Engine
Ahead of a $5.3B Exit

Modernizing Medicine (ModMed) provides specialty-specific EHR systems combined with practice management, revenue cycle management, and patient engagement solutions. Its platform serves individual medical specialties — embedding clinical workflows, documentation, and billing into a single unified system.

3.3×
ARR growth driven — $150M to $500M+ over the engagement
$5.3B
PE to PE exit valuation — company's landmark liquidity event
$100M+
Annual net-new ARR engine built and operationalized
5
Post-merger GTM integrations led across pricing, ops, and data infrastructure
Prior State

High Growth Ambition, Fragmented Execution

Between 2020 and 2021, ModMed was entering a critical growth phase with ambitions to scale across multiple healthcare SaaS verticals ahead of its IPO. However, the commercial engine lacked the structural foundation required to support that scale.

Go-to-market execution was fragmented across Sales, Marketing, and Customer Success, with limited coordination across the customer lifecycle. Teams operated in silos with inconsistent processes, definitions, and metrics — making it difficult to measure performance or drive accountability.

  • Pipeline generation was inconsistent due to weak territory planning and limited alignment between SDRs, sales, and marketing
  • Data infrastructure was incomplete and unreliable — systems lacked depth for effective targeting and forecasting
  • Onboarding, setup, and customer success motions were fragmented
  • Core funnel processes from market to cash were not optimized

The result was a business with strong demand potential but with inconsistent pipeline generation, limited forecasting reliability, inefficient CAC, and a poor customer journey.

Intervention

Architecting the Revenue Operating System

Beginning in 2020, the board and president brought in mission-critical build talent — including a new CRO, CMO, and operators. The goal was to diagnose and rebuild ModMed's commercial methodology to support scalable growth and position the company for exit.

1. Establishing Market-to-Cash Foundations

  • Defined standardized stages, KPIs, territories, incentives, and ownership across the funnel
  • Replaced fragmented task-based workflows with automation
  • Implemented routing, prioritization, and engagement frameworks
  • Implemented Q2C workflows — CPQ Quoting (Salesforce CPQ) and Zuora Billing
  • Deployed service and setup automation and self-service community infrastructure

2. Building a Unified Data & Analytics Layer

  • Built a predictive data infrastructure solving targeting, forecasting, and OKR reporting challenges
  • KPI benchmarks established across the entire company value chain
  • Shifted the organization from intuition-based decisions to data-driven management

3. Aligning GTM Functions Around the Customer Journey

  • Sales, Marketing, and Customer Success reorganized around a unified customer lifecycle
  • Introduced integrated planning and performance measurement across all GTM teams
  • Established shared KPIs and cross-functional accountability
  • Designed coordinated workflows from demand generation through retention and expansion

4. Operationalizing Planning, Forecasting & Investment Strategy

  • Introduced bottoms-up revenue planning across segments and verticals
  • Built forecasting models tied to pipeline physics and conversion metrics
  • Managed a $15M annual growth investment portfolio spanning demand generation and pipeline acceleration
  • Led executive QBR/MBR operating cadence improving cross-functional revenue accountability
"Led five post-merger GTM integrations — aligning pricing models, operating structure, and commercial data infrastructure to maintain growth momentum through M&A activity."
Outcomes

A Revenue Engine Built for Exit

Over four years, the revenue operating system built at ModMed enabled the company to scale from $150M to $500M+ ARR — across 10 healthcare SaaS verticals and three market segments — while maintaining operating discipline required for a landmark PE-to-PE exit.

Revenue Scale
Constructed commercial operating infrastructure supporting 3.3× growth, scaling ARR from $150M to $500M+ over the engagement period.
M&A Integration
Led five post-merger GTM integrations — aligning pricing models, operating structure, and commercial data infrastructure across acquired entities.
Forecasting Accuracy
Orchestrated forecasting, attribution, and capacity planning, improving revenue predictability across leadership and investor reporting.
Data Platform Scale
Led enterprise commercial data platform build used by 350+ leaders and operators — enabling systematic targeting and whitespace identification.
Operating Leverage
Benchmarked revenue, margin, and OPEX drivers to identify value creation opportunities. Led execution roadmap improving operating leverage ahead of the $5.3B PE exit.
$5.3B Exit
Commercial infrastructure and predictable revenue engine positioned the business for its landmark PE-to-PE exit, validating the four-year transformation investment.
PE Backed — $100M ARR Localization SaaS 2016 – 2020
Case 03 — MotionPoint

GTM Strategy & Commercial
Infrastructure at Scale

Created the GTM strategy and revenue operations organization supporting rapid commercial expansion — digitizing 20+ systems across GTM functions and expanding into European markets.

5×
Opportunity creation increase
through pipeline programs
68%
Improved win rates through
sales specialization
20%
ACV increase via pricing
strategy redesign
2×
New-logo revenue through
pipeline discipline & analytics

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