Leading go-to-market and business operations at Gipper

The work

Market focus, team structure, and incentives

I worked with the founder and team to sharpen market focus using customer interviews, churn and win/loss analysis, and market sizing.

I led changes across Sales, Marketing, Customer Success, Support, and Operations, connecting team responsibilities and spending with that focus. The work also included aligning team compensation with customer acquisition and retention goals.

Customer coverage and follow-through

I redesigned customer success around a one-to-many model and introduced automation into renewal and collections workflows.

The work connected customer coverage with renewal preparation, billing follow-up, and clear responsibilities across the customer relationship.

Dashboards and reporting across teams

I provided internal dashboards across all teams so people could track their performance and key metrics.

I led work to rebuild Salesforce data structures and clarify reporting definitions, and helped centralize revenue and retention reporting using Coefficient.

The work also included retention forecasting, product-engagement scoring, and customer-health reporting.

The operating approach

Acquire customers

Cost and conversion

Serve customers

Coverage and cost to serve

Retain customers

Renewals and follow-up

Manage cash

Spending against plan

A shared operating plan and useful reporting

Illustrative summary of the operating approach. View the full diagram.

Putting decisions into practice

This experience brings together the two sides of my work: helping a leadership team make operating decisions and putting the supporting processes and systems in place. An operating plan becomes useful when people know what they own, can see what is happening, and can act on it.

This example describes my prior role at Gipper. It was not an Outermost client engagement.

Leading go-to-market and business operations at Gipper.