Three Companies. Three Exits. Proven Results.

Here's what happens when you fix the revenue leaks.

Propel Software

VP Operations

Acquired by NetSuite (later Oracle)

The Situation

Propel had product-market fit and strong customer demand, but was struggling to scale operations to match growth. The company needed operational infrastructure that could support rapid expansion and eventual acquisition.

The Problem

  • Manual processes breaking under growth pressure
  • Inconsistent customer experience across implementations
  • Sales making promises that delivery couldn't consistently keep
  • No clear visibility into project health or resource utilization
  • Reactive firefighting instead of proactive management

What I Did

  • Built standardized implementation processes that scaled with volume
  • Created project management systems for visibility and accountability
  • Aligned sales and delivery on capabilities, timelines, and customer expectations
  • Implemented resource planning to prevent team burnout
  • Established metrics and reporting for executive decision-making

The Result

  • Scaled operations to support acquisition by NetSuite
  • Created repeatable processes that survived the transition to Oracle
  • Built operational foundation that supported continued growth post-acquisition
  • Team equipped to maintain systems after my departure

Key Lesson:

Companies don't get acquired because their operations are perfect. They get acquired because their operations are scalable. The difference is everything.

AutoRABIT

Chief Operating Officer

Acquired by Private Equity

The Situation

AutoRABIT had built a strong DevOps automation product for Salesforce, but growth was inconsistent. Sales would have great quarters followed by terrible quarters. Customer success was reactive instead of strategic. The leadership team couldn't figure out why revenue was so unpredictable.

The Problem

  • Sales, product, and delivery operating in silos
  • Customer churn happening before anyone noticed warning signs
  • Different departments using different data and reaching different conclusions
  • Product roadmap disconnected from what sales could actually sell
  • No unified view of customer health or revenue pipeline

What I Did

  • Aligned sales, product, and delivery around shared revenue goals
  • Built customer success function from scratch with proactive engagement model
  • Created unified data systems so everyone worked from the same truth
  • Established product feedback loops from customers to engineering
  • Implemented revenue operations framework connecting marketing through renewal
  • Built executive dashboards showing real-time business health

The Result

  • Transformed from startup chaos to market leader in Salesforce DevOps
  • Reduced customer churn through proactive success management
  • Made revenue growth predictable and sustainable
  • Created operational foundation that attracted private equity acquisition
  • Built systems that continued to scale post-acquisition

Key Lesson:

Unpredictable revenue isn't a sales problem or a product problem. It's a system problem. Fix the system and everything else stabilizes.

Eradani

Chief Operations Officer

$35K to $4M ARR in 5 Years

The Situation

Joined as employee #4 at a services company doing $35K in revenue. The founders had brilliant technology but no go-to-market strategy. They needed someone to build sales, marketing, customer success, support, and R&D functions from scratch while transforming from services to product company.

The Problem

  • No sales function or repeatable sales process
  • No marketing presence or demand generation
  • Services revenue model that didn't scale
  • Technical product with no clear positioning or messaging
  • Limited resources requiring extreme prioritization
  • Need to transition to product revenue without losing services customers

What I Did

  • Built entire go-to-market function: sales, marketing, customer success, support
  • Transformed business model from services to product-led growth
  • Created product positioning and messaging that resonated with target market
  • Established sales processes and pipeline management from zero
  • Built customer success framework to ensure product adoption and renewal
  • Aligned R&D with market needs through structured feedback loops
  • Created operational systems that scaled from 4 employees to 30+

The Result

  • $35K to $4M ARR in 5 years
  • Successfully transitioned from services to product company
  • Built Fortune 500 customer base
  • Established market leadership in IBM i integration
  • Created scalable revenue engine with predictable growth
  • Positioned company for continued expansion

Key Lesson:

Building from zero forces you to be ruthlessly focused on what actually drives revenue. Every function, every process, every hire has to earn its place. That discipline is what separates companies that scale from companies that plateau.

The Pattern Across All Three

Different companies. Different industries. Different stages. But the same underlying problems:

Revenue Was Growing But Unpredictable

Great quarters followed by terrible quarters. No one could explain why.

Teams Were Working Hard But Not Aligned

Sales, delivery, and product all doing their jobs, but not pulling in the same direction.

Data Existed But Wasn't Used

CRM, finance systems, product analytics all full of insights no one was looking at.

Process Was Seen As Bureaucracy

Teams believed process would slow them down, when actually lack of process was the bottleneck.

Every time, the fix was the same: Find the constraint. Remove it. Build systems so it doesn't come back.

What Success Looks Like

You can't manage what you don't measure. Here's what changes when the work is done right:

Revenue Metrics

  • Predictable quarter-over-quarter growth
  • Higher average contract values
  • Faster sales cycles
  • More consistent pipeline conversion

Customer Metrics

  • Reduced churn rate
  • Higher net retention revenue
  • Faster time to value
  • Increased customer satisfaction scores

Operational Metrics

  • Less firefighting, more strategic work
  • Aligned team priorities
  • Data-driven decision making
  • Repeatable, scalable processes

Ready to Write Your Success Story?

If you're a $2M-$7M ARR software company that knows something is broken, let's talk about fixing it.

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