Operations, GTM, and Revenue · Chief of Staff · Former Founder & CEO
Raised around entrepreneurs, I saw the realities of building companies early. I built a business from 0 to $1.2M in annual revenue at a 50% profit margin, and worked with 300+ founders on GTM, monetization, operations, team, and strategy.
Helped 239 clients solve this problem: How do we acquire, convert, and expand customers?
Before: 11 years at ~$130K/yr, nearly all customers from one channel (Yelp).
My role: Streamlined the sales process and offer, reset pricing (+48%), designed a deposit-backed waitlist, and built the channel strategy: Instagram, email, and referral partners.
After: Revenue 70% above her 11-year monthly average in the first 30 days, later 85% above. 67% close rate. New channels live beyond Yelp.
The founder had run a nutrition and weight-loss practice for 11 years at roughly $130K a year, and nearly every customer came through Yelp. One channel owned her pipeline, calls weren't converting consistently, and she had no plan for demand beyond her own session capacity.
I started with the sales motion. She narrowed her website to a single offer, cut an exercise that was dragging out discovery calls, and held her price on calls instead of negotiating down. We set a 30-day revenue target to measure every change against.
Then demand outran capacity. I designed a waitlist with a deposit and pre-work, so new clients felt they'd already started instead of just waiting. She began showing the price before calls to filter out people who couldn't afford it. We moved delivery to three sessions a month, raised her rate 48% ($225 to $333 per session), added a 12-month package to anchor the 3-month offer, and had her recommend one package on calls instead of laying out options.
To reduce the Yelp dependence, I built the channel strategy: Instagram, an email funnel, and referral partnerships with doctors and dietitians.
Her first 30 days came in 70% above her 11-year monthly average, her best month in business. Discovery calls closed at 67%, and waitlist applicants accepted the $2,700 price before ever getting on a call. She was at $121K by October, and in January 2025 she had her first $20K month.
Before: Established education business with a large YouTube audience, but pipeline conversion had dropped to zero.
My role: Found the funnel leaks (no booking path, stale copy and CTAs), reworked the messaging, and mapped the automated acquisition funnel.
After: Sales call booked from the first revised email. MQLs up 50%+ and converting again. First automated-funnel sale within 3 months.
The founder had an established career education business and a large YouTube audience, but conversions had dropped to zero. The business needed cash now, and a pipeline that didn't depend on her pushing every sale.
I started with the leaks between attention and revenue. Following the customer path from social to her site, I found visitors had no way to book a consult; she restored it. I re-engaged her existing list with short emails built around one idea and one direct offer, and reworked the messaging and sales page.
In parallel, I mapped the long-term acquisition system: a quiz funnel feeding an automated email sequence.
The first revised email booked a sales call immediately. MQLs rose 50%+, free-training registrations more than doubled (28 to 60), and she closed two $2K sales in November 2025. Her first automated-funnel sale came in January, from a cold lead who bought within about two hours.
Before: 14K audience, ~$1K lifetime revenue, founder still working 40+ hrs/week in another job.
My role: Built the revenue model backward from her income target, designed a group product with better unit economics, set the positioning and go-to-market strategy, and trained her on sales.
After: 60x lifetime revenue in one quarter ($1K to $60K+). Founder went full-time. $1M+ revenue in year two.
The coach had what many founders spend years building: an audience of roughly 14,000 people. It had produced about $1,000 in lifetime revenue, and she was still working 40+ hours a week as a hairstylist.
We worked backward from her income target: how much the business had to replace, how many customers that took, and what offer and price made the math work. That led to a new group product with better unit economics than 1:1 work, positioned around a clearer category and buyer problem.
I set the go-to-market strategy around it so the model got tested against real buying behavior fast: pricing, waitlists and deposits, workshops, email nurture, and later a webinar and paid-acquisition funnel. I also trained her on sales conversations.
She generated about $20K in her first 30 days and $60K+ in the first quarter, 60x her lifetime revenue, while still working full time in the salon. That evidence let her go full-time on the business.
I've stayed on informally as a sounding board on products, positioning, team, and growth. The company reached high six figures in its first year and more than $1M in its second.
Helped 249 clients solve this problem: Does the math work, and how should the company make money?
Before: A $197 product and underpriced enterprise consulting.
My role: Pushed her to premium enterprise pricing and mapped the offer architecture: a $197/mo recurring product alongside high-ACV consulting.
After: Two $40K contracts signed the next day; largest contract $210K. $660K in 12 months, then seven figures.
The consultant had sold an IT staffing company and was coaching and consulting full time. Her $197 class had 557 purchases the prior year, and she was considering doubling her 1:1 rate. Given her depth of experience, I pushed her to price at premium enterprise rates instead.
The next day she signed two $40K six-month engagements. By November 20, a $100K package for a client's team was approved and invoiced, and she closed November at $101,300. On December 21 she signed a $210K, 12-month agreement.
With premium pricing in place, I mapped the model that could scale past her hours: how the class, a $197/month membership, premium consulting, and a possible mastermind fit together, plus positioning, outreach to CEOs, and upsells. In February 2021 she sold the membership as soon as she set the price, and a $47 workshop later converted 20% of attendees into it.
She reported $660K in the next 12 months, passed $1M in cumulative revenue in January 2022, and has sustained seven-figure annual revenue since.
Before: A successful 1:1 practice moved to a group model, and revenue dropped.
My role: Diagnosed a product-market fit problem (the group format didn't fit her ICP), redesigned the high-touch offer at $5K, and designed the speaking-to-sales pipeline.
After: At capacity with a waitlist in under 6 months. Record $40K month, 4x her 2024 monthly average.
The coach had built a successful 1:1 executive coaching practice, then moved to a group program to scale. Revenue dropped and became unpredictable.
The issue was product fit, not marketing. Her buyers were senior leaders, and the group format wasn't what they wanted to buy. We redesigned around what her ICP did value: a premium 1:1 offer sold in $5K packages.
Then I designed the pipeline to fill it. Speaking fit her market, so I mapped a path that turned appearances into booked consultations, along with a partnership offer for a medical group and active referral outreach instead of waiting on word of mouth.
One panel produced 37 registrations, 22 live attendees, and 3 roadmap calls, and one month brought eight sales conversations. Within six months she was at capacity with a waitlist (16 to 18 clients) and hit a record $40K month, 4x her 2024 monthly average. She has since booked paid speaking engagements.
Before: A $12K/month account consuming the founder's week, with no room for business development.
My role: Ran the unit economics (delivery consumed 79% of the fee, a 21% margin before overhead), recommended the new scope and price, and prepared the renegotiation language with her.
After: Account renegotiated at higher profit. Founder time back for business development and new accounts.
The consultant had a fractional client paying $12K a month. The account was consuming her week, leaving no time for business development or other clients.
We ran the economics. Valuing her 37 delivery hours at her $250 rate and adding subcontractor costs, delivery consumed about 79% of the fee: a 21% contribution margin before overhead.
With the numbers in hand, I recommended a new scope and price, and we prepared the renegotiation language together, including how to push back on scope creep.
The renegotiated account produced higher profit, and she got back the time for business development and new accounts.
Helped 164 clients solve this problem: How should work move through the company?
Before: Custom scope, timing, and price on every deal, so every decision routed through the founder.
My role: Advised on which packages to standardize, stress-tested the delivery flow for gaps before launch, modeled capacity from P&L scenarios, and shaped the PM role.
After: Decisions no longer route through the founder; a PM owns delivery. $50K closed in 60 days, ~$320K in open pipeline.
The founder's brand and design agency quoted every deal from scratch: custom scope, timing, and price. Every decision routed through her, which capped how much the agency could sell and deliver.
I advised on which services to standardize into packages (custom sites, a quick-launch site, design and dev day rates) and which small requests to stop quoting.
Before launch, I stress-tested the quick-launch delivery flow for gaps: what had to be collected before kickoff, where add-ons belonged, and what higher volume would need. Her team built the sales page, forms, and delivery process.
We shaped roles and capacity together. A project manager took over delivery and client communication while the founder kept creative direction, and capacity was set at four standardized projects a month, based on P&L scenarios and about $1,500 in profit per project.
Decisions stopped routing through the founder. The agency reported $50K closed in 60 days and about $320K in open pipeline.
Before: Revenue capped by custom project work and the founder's hours.
My role: Designed the productized offer and the operations around it: onboarding flow, sales process, and the support hire's scope.
After: Price up 33% at 100% utilization. First $10K+ months, best ~$15K, with no added hours.
The designer was a brand and graphic designer whose revenue was capped by custom project work: more revenue meant more hours.
I helped her productize the service into Design-in-a-Day, a fixed-scope offer delivered in a single day, and designed the operations around it: streamlined onboarding with pre-work and canned emails, and a defined sales process.
Intake and client communication still took her time between delivery days, so I scoped an assistant role to own them. She hired for it.
She raised her day rate 33% with demand holding at full utilization, hit her first $10K+ months, and reached a best month around $15K, without adding hours.
Before: Flat revenue across several channels, with no data on what produced customers.
My role: Defined and built the conversion trackers, designed the marketing calendar and messaging, and outlined the referral partner system.
After: $17K in September. Consistent on email and social, content going viral, and clear data on which channels work.
The educator's college-transition business ran on relationships: parents, referrals, webinars, and semester-based renewals. Referrals were coming in, but revenue was flat and she couldn't see which activities produced clients.
I defined conversion metrics for her webinar and referral channels and built the trackers to show what was working month to month.
Then we set the operating rhythm around the data: a marketing calendar with a monthly webinar, a clearer message, and an outlined referral system with therapists, consultants, and psychologists, instead of waiting for referrals to happen.
She became consistent on email and social, had content go viral, and could see which channels to invest in. Her strongest webinar reached 120 registrations, she grew to about 20 active clients, and in September she had a $17K month.
Helped 86 clients solve this problem: Who should do the work, and how should they be organized?
Before: Founder doing the technical delivery herself while rebuilding after maternity leave.
My role: Guided her shift from practitioner to CEO: mapped the production process, pinpointed the visibility gaps (ticketing, check-ins), and laid out the team structure and hiring sequence.
After: Revenue up 7x in two years ($37K to $272K), 62% in year two. Five developers and a designer; ~80% of delivery off the founder.
The founder was rebuilding her WordPress development business after maternity leave. She was writing the code herself, falling behind on client updates, and capped by her own hours.
I guided her shift from practitioner to CEO. We set a near-term goal (from about $3K to $7K a month), then mapped a three-year company in which she led the business instead of coding.
We mapped the production path from proposal to handoff, and I pinpointed where she was losing visibility: work lived in her inbox, so she added ticketing and regular check-ins. I laid out the hiring sequence: subcontract developers and a designer, an on-call developer, QA, then a senior developer.
She built a team of five developers and a designer and moved about 80% of development off her plate, freeing her for sales and CEO work. Revenue went from about $37K in 2018 to $168K in 2019 and $272K in 2020.
Before: Contractors missing deadlines; low-margin, high-maintenance accounts with creeping scope.
My role: Guided the decisions to cut bad-fit accounts and reprice (one account +71%), recommended the W-2 transition and helped plan it, and shaped the performance scorecards and quality check-ins.
After: Monthly revenue up 80% in 8 months despite losing 6 accounts, several cut on purpose for fit or margin. Client satisfaction and quality of work up.
The founder's executive assistant agency had outgrown informal contractor management. One contractor had missed 16 deadlines, a hostile client was draining attention, and another account's scope had grown well past its $1.4K monthly fee.
I guided the hard calls: ending the contractor relationship, cutting bad-fit accounts, and repricing the expanded account to $2.4K a month (+71%). We used SOPs to cover a team member's upcoming leave.
I recommended moving the team to W-2 employment and helped her plan it, from payroll setup to the handbook. I shaped the performance scorecards and quality check-ins she rolled out, and we defined who owned onboarding, follow-through, and scope calls.
From January to August 2025, monthly revenue rose 80% ($12.4K to $22.3K) despite losing six accounts, several cut on purpose for fit or margin. Client satisfaction and quality of work went up, without a proportional increase in her hours.
Before: Founder stuck in delivery; "more support" meant four different jobs.
My role: Strategic sounding board on the founder's biggest calls: helped her split "more support" into distinct roles, weigh her hiring options, and set a clear trigger for the full-time HR hire (~12 active clients).
After: Built an enterprise fractional line of business that became the largest revenue source, including a $7K/month engagement with a $50M company.
The founder ran an HR consultancy with retainers, recruiting work, and a growing team, and she was stuck in delivery. She wanted more support, but that meant four different jobs: administration, client HR work, content, and recruiting.
As her sounding board, I helped her split those into distinct roles, move her own focus to growth and sales, and weigh what an assistant, content support, and a flexible contractor bench could own.
We tested the proposed full-time HR role against her retainer base. By our math it didn't pay for itself until about 12 active clients, which became her trigger for the hire. My shorthand: "Jobs can't grow faster than the business."
With her focus on growth, she reached $20K to $30K months and built an enterprise fractional line of business that became her largest revenue source. For one engagement, a fractional Head of HR role with a $50M DTC company, I helped her benchmark the market and structure it at about $7K a month.
Helped 177 clients solve this problem: Where should the company go next, and what has to change?
Before: Goal to double revenue, capped by high-touch delivery capacity.
My role: Advised through a long enterprise sale: framed the "what breaks if we double" question, shaped the B2B offer and pricing, edited buyer messaging, set the follow-up cadence, and kept momentum through a 6-month cycle.
After: $50K enterprise contract after a 6-month sales cycle: 25% of the annual goal in one deal.
The coach wanted to double her career coaching business to $200K. I started with one question: what breaks if you double?
Delivery did. Her capacity was the constraint, so adding individual clients meant adding her own hours. We weighed cohorts, webinars, recruiter partnerships, and company-paid development, and landed on B2B cohorts: one sale, many participants, paid from a company budget.
Selling to organizations was a new motion. I shaped the offer and pricing, edited her buyer messaging and proposals, set the follow-up cadence and what to say at each step, and kept momentum through a long buying process.
The deal took about six months from first conversation through the customer's budget cycle, then closed at $50K: 25% of her annual goal in one contract.
Before: Founder carrying marketing, sales, and delivery, relaunching constantly to generate sales.
My role: Found the growth path in her own data (42% of sales outside launches, a ~64-client capacity cap), advised the shift to evergreen with fewer offers, and shaped the program manager role and hiring test.
After: Within a year: booked months ahead, filling cohorts with no live launches, founder fully out of admin.
The founder's executive communication business was moving from 1:1 and launch-led sales to recurring cohorts. It ran on her: she carried marketing, sales, and delivery, and relaunched constantly to generate sales.
The growth path was in her own data. 16 of 38 sales (42%) came outside launches, and the evergreen path converted better than live launches. Application completion had dropped from about 30% to 15% after a price change, and delivery capped out near 64 clients a year.
I advised the shift: fewer offers, capped cohorts, 1:1 wound down, a new enrollment timeline, and evergreen enrollment with a waitlist.
The team had to change too. After an early VA repeatedly missed simple instructions, I shaped a program manager role with real ownership and a paid test project to hire for it. The new hire took over administration and the cohort kickoff.
Before: Established products and audience, but revenue stalled for several years.
My role: Facilitated the 5-year vision and 2025 plan, co-built the annual operating cadence and GTM and launch strategy, and edited their copy.
After: New expansion tier launched at ~$85K (19 customers). Repeatable $43K to $60K launches on an annual planning rhythm.
The founders had an established relationship-coaching business: existing products, a podcast, and a meaningful audience. Revenue had stalled for several years.
I facilitated their five-year vision (a $1M revenue ambition) and translated it into a 2025 plan of $125K to $250K, with founder roles, revenue targets, and the product portfolio to hit them.
We built an ecosystem around the core program: an alumni tier at $5K a year, a mid-tier offer for women, free and paid community tiers, and a retreat. I co-built the GTM and launch strategy for each and edited their copy.
We set an annual operating cadence with launch planning and post-launch reviews. For one webinar I wrote the script, slides, and run-of-show; shown to about 700 people, it drew 188 registrations (27%).
Launches generated $43K to $60K each. The alumni tier launched with 19 customers and about $85K, the community launched, and the retreat sold out.
For the first few years, a free online community was my primary acquisition channel. Facebook groups were where my ICP already spent time, and after testing a lot of channels, this was the one that took. I made it more valuable than most paid communities: daily content, weekly live trainings, and a free course inside. It gave me a place to deliver real value at scale, and that converted. It grew to 11K members, and at its peak Facebook was sending 100 to 400 new members a month at no cost.
I produced a weekly podcast for 8 years: 322 episodes and over 450K downloads. Each channel had its own opt-in link, and podcast listeners converted at a higher rate than any other channel. Email ran alongside it: 1 to 2 newsletters a week for 8 years, and a re-engagement campaign that lifted open rates from 25% to 65%.
I ran 40+ launches that generated $20K to $400K each. The December 2021 launch sold 67 seats of a $2,000 program, up 133% year over year and more than the previous 11 months combined. When I fired the ads agency and ran ads in-house, leads shifted from 55% paid to 83% organic, with 40% more leads and 91% more sales on lower spend.
I ran 722+ sales calls for offers from $400 to $25K. When inbound demand outgrew my calendar, I added an in-depth application before calls. It cut call volume to what I could handle and made sure the calls I took were high-intent. Close rate went from 5 to 10% to about 90%. For the $10K to $25K mastermind, I used an account-based approach built on existing relationships: 88% of members came from my course and 47% joined more than one cohort.
I owned the P&L, budgeting, financial modeling, and cash flow, and managed a bookkeeper and fractional CFO. I planned around large launch cash spikes against recurring payroll and vendor commitments, kept 10 to 20% cash reserves, and maintained a 50% profit margin while scaling from $200K to $1.2M.
Revenue grew from $40K in 2018 to $210K in 2019 and $790K in 2020. Then I cut the program that accounted for 40% of revenue. It was 1:1 services: unscalable, and it took a large share of my week to deliver. Cutting it was a bet that I could spend less time on delivery and still grow revenue. The next year revenue reached $1.2M (+52%), and it held around $1M a year through 2023.
I built pricing tiers matched to customer maturity: free (podcast, community, live events), low-ticket ($97 to $197), mid-tier ($200/month to $2,000), and high-ticket ($8.5K to $25K). Pricing moved with demand. I'd grown mastermind enrollment about 50% in six months, so I raised the price from $10K to $25K in one jump, betting revenue would rise even if enrollment held flat or dropped. (I also wanted to see if I could.) It nearly doubled launch revenue on the same copy, and new $18K 1:1 spots sold out within an hour in May 2023.
I reviewed unit economics across every line. A membership bringing in under $1K a month against a $2K monthly coach cost was sunset. I audited the ads agency's cost against its performance and brought paid media in house: 40% more leads and 91% more sales on lower spend.
I modeled low, mid, and high scenarios for 2023 and four operating cases for 2024 across membership, mastermind, 1:1, and agency lines, so cost structure and headcount could be adjusted ahead of the cycle.
I documented recurring work into an SOP library with step-by-step docs and Loom walkthroughs, covering community moderation, member approvals, and client portal updates. That made handoffs to VAs and contractors possible without me in the loop.
The business ran on a set rhythm. Launches were backward-planned in ClickUp: deliverables, deadlines, and owners across marketing, creative, and tech, with at least 6 weeks between major launches to protect team capacity. When a launch threatened to burn the team out, I cut scope. After each launch I ran a structured debrief with my COO; one result was cutting the mastermind application window from 5 days to 3.
I measured what each channel produced. Every campaign had separate tracking forms by entry point (about 50 active at once). In one launch, email converted 39% of visitors to registrations, against 2.5% for a Pinterest form.
I automated the path from application to client: Typeform to consult to invoice to portal access and welcome email, plus Zapier and webhook workflows for routing, terms acceptance, and list hygiene. Onboarding went from manual to done in minutes. I also built AI tools into the customer experience, starting with a free custom GPT at the top of the funnel.
I also simplified. My operating rule was "do fewer things, better": five tools consolidated into one platform, which saved about $600 a month and cut technical debt, and 4-week funnel sequences cut.
At a $1M run-rate the team was 2 full-time people, including me, and 8 contractors. Over the life of the business I hired and managed 15 to 20 employees, contractors, and agency partners across operations, client success, coaching, marketing, podcast, ads, and admin. Three stayed 3+ years; my operations leader stayed 4+.
My first hire was part-time, in marketing. As her strength in operations showed and the business grew, I evolved the role: she took over vendor contracts, customer service, my inbox, and event planning and booking, so I could spend my time on revenue and the work only I could do. In practice, she became my Chief of Staff, and she stayed 4+ years as my operations leader.
Hiring was structured: written job descriptions, video applications, work-sample scenarios designed with my COO, and final interviews. New contractors got an onboarding kit and a 90-day evaluation.
The operating cadence was weekly leadership syncs, monthly finance reviews, quarterly all-hands, and launch debriefs and sprint planning. After shared contractor performance issues, I added a standing team and contractor status item to the weekly agenda.
Six months after formalizing the COO role and hiring a VA, I audited how work was split and moved process work to the VA so the COO could focus on operations leadership and strategic content.
I ran 3-year Scale Plans and annual December planning with my COO: revenue forecasts, launch calendars, enrollment targets, and category budgets, reviewed quarterly. The first plan targeted $150K in year one; we did $210K, then $500K in the first 9 months of year two against a $400K target.
When 1:1 demand (24 weekly clients plus a 22-person group) outgrew delivery capacity in spring 2020, I kept 1:1 as a cash cushion while building a course from concept to launch in 2 months. Once scalable revenue covered operating expenses, I dropped 12 hours a week of client calls. Revenue from scalable offers tripled the next year.
From 2022 on, I stopped scaling up and started scaling back. I shifted the focus from top-line revenue to net owner income, which meant re-evaluating every expense to make sure the business still paid me well. In 2024 I right-sized costs ahead of a planned move to 1:1-only work: seven phased contractor offboardings, 11 software subscriptions cancelled, and agency client terms renegotiated, cutting about $7,430 a month in recurring overhead. A business planning session became the top-selling offer of 2024 (49 sessions in five months against a 40-session target) and grew the 1:1 roster from 6 clients in August 2024 to 18 in August 2025.
Why scale back? I didn't want to be the face and the product of a scaled coaching business, and I thought a different model would fix that. Two years into 1:1-only work, I realized I had it backwards. I love the intensity of building and scaling. What I don't want is to be the CEO and the product. That's why I'm moving into a Chief of Staff role.
Built: A Claude skill that compares a company's stated ICP with the customers it actually serves, then writes a short pre-meeting brief.
Replaced: Half a day of manual research: building a customer list, enriching it, and comparing it against the company's positioning.
Result: A brief in about 1 hour instead of ~4. Evidence and open questions, with sources listed.
Built: A lead scoring engine in Clay and Airtable, plus a skill that interviews you and writes the build spec for your own.
Replaced: Researching companies one by one and prioritizing a spreadsheet by gut feel.
Result: ~9 hours saved per 36-company batch. Every score cites its evidence.
Built: A Claude skill that interviews a marketer on voice, launch facts, audience, and proof, then drafts a launch kit for the channels they select.
Replaced: Starting every launch from a blank page across the brief, landing page, emails, social posts, and ads.
Result: A strong first draft of the full kit in an afternoon instead of 2 to 3 days of writing. The marketer edits and finalizes from there.
Built: A scheduled routine that reads reporter-query digests in Gmail, checks each query for fit, eligibility, and deadline, emails one sorted digest, and archives the originals.
Replaced: Reading 3 long digests a day and archiving them by hand.
Result: ~4 hours a week back. One short daily list, soonest deadline first.
Built: A daily routine that updates an Airtable job-search CRM from Gmail, calendar, and meeting notes, and logs every action it takes.
Replaced: Daily manual data entry across inbox, calendar, and notes, and keeping follow-ups in my head.
Result: ~3 hours a week of data entry gone. Follow-ups and overdue items surface daily, so nothing slips through the cracks.