Revenue Operations for Marketing and Sales
Marketing, sales and customer teams need the same customer states and a visible handoff. I build the agreed growth and revenue infrastructure across CRM, lifecycle, attribution and reporting, with finance and sales owning the decisions specific to their functions.
From the problem to an executable decision
Start with shared lifecycle, then handoff ownership. The sequence below sets out how we choose the work, own its implementation and review the evidence.
- Shared lifecycle
- Handoff ownership
- Connected evidence
- Revenue review
What I lead and implement, and what you receive
| Decision | Work and deliverable |
|---|---|
| Lifecycle agreement | Define lead, accepted opportunity, customer, expansion and churn with the relevant teams. Map each transition to its source, timestamp and accountable owner. |
| Implementation scope | I implement agreed CRM workflows, lead routing, marketing/product data connections and revenue reporting. Sales compensation, financial policy and company-wide COO responsibilities remain separately owned. |
| Revenue review | Inspect stage progression, aging, rejected demand and retained revenue together. A forecast assumption stays visible until observed outcomes support it. |
A measurement worksheet you can use with your team
Fill in the definition, source, cohort or period, baseline, owner and review date before implementation. The cells are intentionally blank: enter observed data rather than presenting a forecast as a result. These measures start the scope discussion; they are not promised targets.
- Lifecycle handoff completion
- Opportunity progression and aging
- Revenue reconciliation by source
Record what changed, when, for whom and under which conditions. Compare compatible populations and windows, and inspect adverse outcomes alongside the primary measure. If evidence is missing or the observation window is incomplete, record that before deciding to expand the investment.
Relevant experience with clear attribution
I am Yaniv Goldenberg, a Fractional Head of Growth & CMO. I lead strategy and personally execute across the revenue funnel. cnvrg.io — growth and go-to-market work My published cnvrg.io case study describes growth and go-to-market work for a technical B2B product: translating the product into buyer-facing messages and acquisition paths. Historical results belong to that engagement and are not a forecast for your business.
At the start, we define the deliverables, the work I personally execute and the dependencies on your team. Access, budget, product truth and message approval come from their responsible owners. The handover records the implementation, checks, continuing owner and decisions still open.
Tools, implementation and language
Questions before starting
Do you personally implement the work?
Yes. I lead and personally implement the work included in scope, with named owners for product, sales and data dependencies.
What should I bring to the first conversation?
Bring the business problem, current customer journey, existing tools and available data. You do not need to invent a missing number; we identify what needs checking.
How are scope and fees agreed?
We define deliverables, system access, implementation ownership and review, then agree terms. This service page does not change the published engagement terms.
When can we tell whether the work is useful?
First check that the implementation matches the plan. Business outcomes are reviewed over a window appropriate to the customer journey and sales cycle, using measures and sources defined beforehand.
Define the constraint and the next step
Tell me what you want to achieve, where the journey stops and what has already been tested. We will choose the appropriate work and how to evaluate it.