Thinking in Practice

GTM Case Studies

Three examples of how I frame complex revenue challenges, design operational interventions, and measure outcomes. Each case reflects a real pattern I've solved across multiple organizations.

01
Pipeline Performance

Scaling SaaS SDR Pipeline from Inconsistent to Predictable

The Problem

Podium's Retail SDR team was stuck at 76% of its sourced bookings target, with inconsistent management of territory pairings, and no shared standard for pipeline management across the SDR and AE orgs. Leadership had no reliable basis for forecasting.

Actions Taken

Managed SDR-AE territory pairings, splitting and merging territories as needed

Used Gong insights and data analytics to coach managers on rep-level performance gaps

Built Salesforce dashboards and KPI reporting to track pipeline health and conversion

Implemented standardized performance reviews and weekly revenue governance

Outcome

Sourced bookings attainment improved from 76% to 102% within 12 months. Forecast accuracy and pipeline health improved across the Retail SDR org, giving leadership a reliable planning foundation for the first time.

Metrics

· 76% → 102% attainment

· 12 months to full impact

· 4 frontline managers

· No additional headcount

02
Operational Redesign

Rebuilding Inbound Sales Operations for Speed and Quality

The Problem

Inbound demand was converting well below benchmark. Response SLAs were consistently missed, lead routing was inconsistent, and reps were unevenly loaded, creating friction between the SDR and AE teams over handoff quality.

Actions Taken

Mapped the complete inbound journey from form fill to AE conversation

Redesigned lead routing rules and tooling for consistency and speed

Rebalanced rep workload distribution using data-driven prioritization

Established handoff quality standards between SDRs and AEs

Outcome

Inbound response SLA improved 2.3× within 60 days. Inbound pipeline conversion rates improved, and shared handoff standards reduced friction between SDR and AE teams.

Metrics

· 2.3× SLA improvement

· 60 days to full impact

· Inbound conversion uplift

· No additional headcount

03
Vendor Strategy

Testing Vendor vs. In-House for the Largest Segment on the Team

The Problem

Motive's largest Spanish-speaking customer segment was serviced through an external vendor. Leadership needed to know whether that vendor relationship was still the right model, or whether bringing the segment in-house would perform better and cost less.

Actions Taken

Designed a segmentation model to isolate the segment for a clean vendor vs. in-house comparison

Ran the segment in-house on a trial basis, serviced in English, alongside the existing vendor model

Tracked cost efficiency and performance side by side across both models

Partnered with vendor and internal stakeholders to run the test without disrupting service

Outcome

Bringing the segment in-house proved more cost-efficient and delivered better performance than the vendor model, giving leadership a clear, tested basis for the decision instead of a guess.

Metrics

· Improved cost efficiency (OPEX)

· Improved segment performance

· Direct vendor vs. in-house comparison

· Informed future segment strategy