One puts me in the fight as your executive revenue leader - I own the number. The other installs the commercial architecture and governs the transition. These are distinct engagements with distinct purposes, distinct deliverables, and distinct exit conditions.
One engagement puts me inside your business as an operator, owning the number and running the commercial motion. The other diagnoses whether your commercial model is viable at all - and builds the architecture for what replaces it. The right engagement depends on which problem you actually have.
Fractional Engagement
The commercial motion is broken.
Execution, methodology, and conversion are the problem. You need an operator inside the business owning the number - not an advisor on the outside.
Full details below →Architecture Engagement
The commercial model is broken.
The premise no longer holds. The architecture itself needs to be rebuilt - not optimized. This is a diagnostic and build role, not an operator role.
Full structure below →I own the number. I install the system. I execute.
Most companies hire a CRO when they need a CGO. The roles are different. A CRO manages the number. A CGO builds the engine that generates it. I understand the difference and play both inside a single engagement. Not training. Not coaching. I own the number, install Inversion Selling™ and Revenue Physics™, and execute alongside your leadership team. When I leave, the commercial operating system is installed - not rented.
The Five Problems This Engagement Solves
Your VP of Sales presents the number with confidence. The board approves the hiring plan. Then the quarter arrives 40% light. The data was there - no one was reading it correctly.
Two reps carry 60% of revenue. Everyone else is far below target. You don't have a scalable revenue system - you have a talent dependency with founder risk baked in.
You closed the first $3M. But you're still in every deal and the team can't move without you. The VP of Sales hire was supposed to fix this. It didn't.
Marketing says they're sending qualified leads. Sales says the leads are garbage. Revenue dies in the space between - and no one owns the gap. A CRO-level operating system closes it.
You've burned $1-2M and lost momentum on sales leaders who "weren't the right fit." The problem isn't the leaders. It's the system underneath them that never gets fixed when they leave.
This engagement is right if
This engagement is not right if
Six structured phases. Seven named deliverables. Three defined exit conditions. The engagement concludes when the criteria are met - not when the calendar says so.
A structured diagnostic that maps the firm's current commercial architecture against the three-zone model. Every dimension of commercial risk is scored. The Inversion Index Score quantifies where you are and what it's costing you.
The Commercial Architecture Blueprint maps the complete migration path from current zone position to target zone configuration. Pricing architecture. Product structure. Sales motion. Org implications. All in one structured document.
The Revenue Lab is a funded internal experiment engine - 5–10% of Zero Zone gross margin, 60–90 day cycles. It produces proof cases, validates pricing assumptions, and generates Momentum Zone IP without betting the firm.
The Inversion Flywheel is the mechanism that makes the Infinite Zone commercially viable. Scan. Advise. Deliver. Prove. Every engagement compounds the firm's judgment advantage over time. The Flywheel Operations Manual specifies how.
The org transition roadmap maps the structural evolution from execution-era pyramid to judgment-era flywheel. Role redesign. Hiring profile changes. Compensation structure. Measurement shift from activity to agreement. A phased plan that doesn't break what's working.
Monthly governance reporting and quarterly Inversion Index re-scoring. The engagement does not end when the architecture is installed - it ends when the system is compounding on its own. Monthly Report. Quarterly Inversion Index. Exit when criteria are met.
All three must be satisfied. No calendar-based exit. No arbitrary milestones. These are the criteria - and they are defined at the start of the engagement.
The Inversion Index Score has moved 8+ points AND crossed a zone boundary. Not improvement - a structural shift to a new zone configuration.
Momentum Zone + Infinite Zone revenue represents 30% or more of total revenue. The commercial architecture is no longer theoretical - it is producing revenue.
Two or more complete Flywheel cycles completed AND three proof cases deployed. The compounding mechanism is operational and generating commercial assets.
The Inversion Index Score is produced on Day 1 of Phase 1, repeated quarterly at months 10 and 13. Each dimension is scored 1–5. The total determines zone assignment.
What percentage of current revenue depends on a premise that is actively inverting? How concentrated is the exposure?
Does the firm hold information the buyer cannot access - or has that asymmetry already collapsed?
Is revenue priced by effort, by product, or by outcome? The pricing structure reveals the zone position more accurately than any other signal.
Does the firm have people who can bear accountability for advice - whose judgment AI cannot replicate? What percentage of revenue depends on that capacity?
Is the firm extracting IP from every engagement - or losing it when the team disperses? Is vertical data being systematically captured?
Is revenue per head declining even as headcount grows? The Headcount Plateau is the most reliable early signal of a firm entering the Zero Zone.
The conversation starts with your situation - not a pitch. If the problem is something other than commercial architecture, that's the answer you'll leave with. No deck. No demo.