Good systems are co-authored. The rest just report well.
We help B2B revenue teams build Salesforce orgs that match how they actually sell. We start by listening to your people, then work with them until everyone agrees on what we're building and in what order. The build comes last.
We've been on both sides
Our founder has spent two decades inside revenue teams. Sometimes building the system. Sometimes stuck working around one nobody had asked him about. That second feeling is what we're trying to spare your team.
Alignment comes before Setup
The best systems we've built started with interviews, a few honest arguments, and a written agreement about how the team really runs. Skip that, and you get an org that looks great in a board deck and that nobody actually uses.
We take work where judgment matters
We take engagements where our judgment changes the outcome, and where the outcome is worth reaching. It's why we'll tell you plainly if we're not the right fit.
We've run the function, not just advised on it
Our founder owned the GTM stack at Udemy from $5M to $150M+ ARR, growing from 10 reps to 350. We know what breaks at $10M, $30M and $100M because we've had to fix it at each stage, usually while the quarter was still open.
We build with AI, and we're clear about where it helps
We've connected Salesforce to Claude for conversational read and write, built prompt libraries so sellers run their own prospect research, and use AI to draft requirements and enablement material. It speeds up creation. Your team still owns what gets kept.
Teams at one of three moments with Salesforce
Implement
You've outgrown spreadsheets, or a starter org that was stood up fast and never designed. The sales motion is real now, and the system should reflect it.
Re-implement
Years of config built for a motion you no longer run. Every change touches three things nobody documented, and your reps have quietly routed around it.
Expand
Sales lives in Salesforce, but renewals, CS, quoting, partners or marketing still run in tools and spreadsheets that don't connect back.
We'll probably work well together if
- You'll put the right people in the room, including the skeptics
- Leadership wants to agree on priorities before the build starts
- You want your team to own the system after we're gone
- You'd rather hear the honest answer than the convenient one
We're probably not your team if
- You need someone to work through a ticket queue without asking why
- The goal is a dashboard for the board, not a system the team uses
- Decisions are already made and the stakeholders won't be part of it
Most of our work is with growth-stage teams, by choice. Making twelve people's work better is not a smaller thing than shipping to a thousand strangers. It's just less visible.
Every engagement runs the same three beats
At whatever scale the work requires.
-
Step
Collaborate
A listening tour first: stakeholder interviews, reverse demos, sitting in on pipeline reviews. We learn your motion before we have an opinion about it.
-
Step
Align
Current state written down, problems separated from symptoms, priorities ranked against your team's real capacity. Leadership signs off on the order of operations.
-
Step
Build
We build with your team, not for them. We pair on the hard configuration, document as we go, and coach your people to own and extend it.
“Organizations that want the artifact without doing the alignment are asking for a lie that reports well.”
Leadership will call Salesforce strategic, then run the Monday sales meeting off a spreadsheet someone rebuilt Sunday night. That gap isn't a training problem or a data problem. It's a system that was configured before anyone agreed on how the team actually runs.
Whether you're putting in a new system or revamping an existing one, the goal is to be purposeful about getting somewhere better. Collaborate, Align, Build gets stakeholders bought in early, so when the system rolls out, the change is directed and owned by the people who have to live with it.
Pivoting at the eleventh hour
A fast-growing AI company asked for a minimalist build because their business was still evolving. As requirements came together, it became clear they needed lightweight quoting. Late in the project we pivoted to a CPQ-lite: limited, guardrailed functionality that met the need for where they were, without locking them into a system they'd outgrow.
Both sides felt they won
Sales wants speed, finance wants control, and both are right. We hear each side out and design around what each team actually needs: fast paths for reps, real guardrails for finance. On our best projects, both sides walked away feeling they got what they wanted without giving up too much.
Ways to work together
RevOps Diagnostic
Salesforce org audit, lead-to-cash process review, stakeholder interviews and a data quality read. You get a written current-state assessment, a prioritized roadmap, and a readout with your leadership team.
Strategic Implementation
One high-impact build: a new org or re-architecture, quoting workflow, comp and territory design, pipeline and forecast redesign, or the full lead-to-customer journey. Built with your team and documented for handoff.
Advisory Retainer
A thinking partner for your RevOps or Sales Ops leader: roadmap planning, prioritization, pressure-testing decisions and coaching. Your team does the work. We help make the calls easier to get right.
Fractional RevOps
For teams without the function yet. We own revenue operations part-time (cadence, system roadmap, administration, reporting and enablement) and build toward the day you hire someone full-time.
Start with a conversation. Thirty minutes. Tell us what's breaking. We'll share two or three things you can act on right away, and tell you plainly whether we're the right team to help with the rest.
Get in touchTeams we've worked with
From early-stage startups to global enterprises, across software, logistics, media, financial services and health.
- AtScale
- Bellwether Coffee
- BetterHelp
- Cargomatic
- Celonis
- Crescendo
- Flexport
- Forward Networks
- Mitsubishi
- Modal Learning
- project44
- Seismic
- Udemy
- Visa
- Warner Bros.
Who you'll work with
Greg Robin
Founder · San Francisco, California
Greg started the firm in 2001 and has spent much of the past two decades focused on building, expanding, and rebuilding the GTM systems revenue teams run on.
Greg has alternated between fractional engagements and embedded leadership seats, taking the in-house role when a build needed a full-time owner (Udemy, Flexport, Cargomatic) and returning to the practice once it was stable. Udemy is the proof point: he owned the GTM stack from $5M to $150M+ ARR as the sales org grew from 10 to 350 reps.
Greg graduated from the Wharton School at the University of Pennsylvania.
Mike Gerrity
Managing Partner · San Francisco, California
Mike has been developing SaaS-based apps since 2003, when he became an early adopter of Quickbase. As a serial entrepreneur with broad operational and management experience, Mike helps customers identify opportunities for streamlining information flows and delivering new levels of efficiency and insight for their business. He leads our Quickbase practice.
Mike has domain expertise in commercial real estate, distribution businesses, ed-tech and mobile.
Mike graduated from the Wharton School at the University of Pennsylvania.
How we think, before we talk
Working documents from our practice. Open one here, or in its own tab to share.