Fractional Chief Revenue Officer
CEOs bring me in when growth has stalled, or when fast growth has started to break things.
Track record
Built revenue at
- Maxymiser
CEOs I've worked with
Invested in
“Wayne was instrumental in building the foundation of brightwheel's enterprise sales division. He approaches his work not as an external consultant, but as a true member of the team.”
“Wayne helped us solve a complex double-crediting issue in weeks, not months. Unlike typical consultants, he's lived these challenges and provides clear, tangible solutions. He's the first person I call for any sales or revenue challenge.”
“In a world of surface-level advice and AI-generated guidance, Wayne digs deep into business nuances to provide objective, first-principles thinking. His clear guidance at Zenhub cut through the noise to focus on what really matters, which is why I still turn to him for guidance on sustainable revenue growth.”
“Wayne helps us establish differentiated positioning and structure market experiments that generate real data to inform our strategic bets.”
“Over the 6+ years I worked with Wayne I had the opportunity to see him recruit top tier reps from his network, establish a best-in-class sales process and training program and drive hyper sales growth.”
“Wayne is my key GTM advisor across Upfront's complex childcare-govtech market. Whenever I face strategic positioning questions or tactical execution challenges, he's the first person I turn to.”
My three full-time CRO roles
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Wonderschool
EdTech / GovTech
$2M ARRinside 12 months, and profitable
I joined two weeks before COVID. The company had never done more than $500K of revenue in a year. Contract values ultimately rose more than 100x.
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Guidebook
Event tech
$15M ARRover six years
I built the international business out of London, then moved to San Francisco to run revenue, with teams in London, Seoul and the US.
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Maxymiser
MarTech
10x+contract values
I built the first revenue team. Same original product, new positioning, new pricing. Oracle bought the company.
Four numbers I've always been on the hook for
As a CRO, there were four levers I had to understand, get control of and pull: how many qualified opportunities we had, how many we won, how big the deals were and how fast they closed. If I could move all four, I knew I'd be successful. Small gains on each multiply. Try it.
Qualified opps × Win rate × Deal size ÷ Sales cycle = Sales velocity ($/day)
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Most teams can't tell me how much of their market they've actually covered. Only about one buyer in ten is ready to buy at any moment. Covering the whole market, routinely, is how you keep revenue growing.
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Deals are won in discovery. Qualify hard, then solve the pains each buyer has told you about.
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Price is a derivative of value. When reps can't articulate it, they anchor on price, and that starts a race to the bottom you can't easily climb back from.
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Time kills deals. Sell top down and bottom up at the same time, with a mutual action plan tied to the buyer's events and budget cycle. That's how you control the deal and the timeline.
At $M a year, that's worth +$9.6M a year.
Don't know your numbers? That's usually the first thing I fix.
The GTM Audit tells you where to focus and what to do about it.
Ways to work together
| Offer | What it is | Price | Next step |
|---|---|---|---|
| GTM Audit | I find out what's really holding revenue back, across all four numbers, and build the plan to reach your next revenue milestone. | From $40K | How the audit works |
| Fractional CRO | After a GTM Audit, I run revenue with you and your leaders one to two days a week, until it runs without me or until your full-time CRO starts. I'll help you hire that person. Most clients keep me a little over a year, and many keep me on as an advisor after. | From $20K a month | Book a call |
| Advisory | A weekly call with you and your exec team, plus Slack or text in between for any go-to-market question. No audit needed. | From $5K a month | Book a call |
Where you're trying to operate, and what's holding you back
GTM Debt is the distance between where a company believes it is in go-to-market maturity and where its foundation actually is. It shows up in all four numbers: thinner pipeline, lower win rates, smaller deals and longer sales cycles.
I coined the term in 2021.
How GTM Debt worksWant your own scores? Take the 15-minute lite test
Phase averagesout of 100
- Idea Market Fit87.5
- Product Market Fit69.4
- Go-to-Market Fit61.5
- Scale43.3
Show all 16 stages
Idea Market Fitphase average 87.5
Product Market Fitphase average 69.4
Go-to-Market Fitphase average 61.5
- 9 · Repeatability75
- 10 · Exec-Independent Sales75
- 11 · Build Sales Team50
- 12 · Control Churn62.5
- 13 · Sustainability45
Scalephase average 43.3
Let's chat
Fifteen minutes is usually enough to compare notes. Tell me what's going on with revenue and I'll tell you honestly whether I can help. If I can't, I'll tell you who can.
Not ready to talk? I write a newsletter about what I see inside revenue teams.