Your revenue team runs a pile of tools and dashboards that do not share data. Leads wait. Handoffs break. The forecast drifts. I find where, rank the gaps by dollars, and design the workflow that fixes them.
This is a typical large revenue stack. Each tool does its job. The trouble sits in the links between them. Red dashed lines are handoffs where data stops, gets re-keyed, or lands too late.
Reps feel it too. In Salesforce's fifth State of Sales report, reps said they spend 28% of the week selling, and 66% said they are overwhelmed by the number of tools. Source: Salesforce
I start with a real deal, not a tool list. I follow it through every system it touches and mark each handoff clean, manual, or broken.
List every tool, who owns it, who uses it, and what data goes in and out.
Lay the tools over the path a buyer takes, from first trigger to renewal.
Trace real deals. Mark where data stops, repeats, or arrives late.
Count delay in days, deals touched, and revenue waiting at each gap. Time to buyer is the days from the first qualified signal to the first meeting with the person who owns budget.
Order the gaps by what they cost. Fix the top ones first. Leave the rest alone.
Draw the flow that should exist. Name the data fields, the rules, and the owner of each handoff.
Ship the highest-value fixes first. Check each one against the pipeline.
One picture of how your revenue tools connect today.
A ranked list of what is slowing deals, with evidence.
The repeatable system that closes the gaps.
After the 90 days, a monthly review keeps the gains. It shows the scorecard, what closed, new findings, decisions for your executive sponsor, and the next 30 days.
Every sample uses a made-up client and illustrative figures. They show the format. They are not results.
Three things set this work apart. Each one comes with proof.
I have carried quota on large enterprise deals and managed the accounts after the sale. I know where a stack hurts a deal in real life, because I have lost time to it.
Proof: over 120% lifetime attainment, 277% of plan at my peak, and multiple retention wins on contracts above $500k a year.
A fix that depends on one person is not a fix. I write the rules, the templates, and the numbers so a team can run the system without me.
Proof: I built a retention department from zero at a real estate CRM startup. A team of five, a template library, and a blueprint other managers adopted. Average annual value (AAV) grew from $0 to $1.5M.
Large deals need the CFO and the CIO, and they do not stay engaged on their own. I build the case in their numbers and plan the dates backward from their approval.
Proof: a $5M net-new deal with a cycle past 12 months, signed off by both the CFO and the CIO. It sat inside a 204% year.
A large deal passes through six stages. At each one, a different group is involved, the buyer believes something different, and a different tool should carry the data.
Each playbook names what goes in, what I do, which tools are involved, what data must reach the next stage, and the one number I track.
Win new accounts.
Number I track: days from first qualified signal to first meeting with the person who owns budget.
Run the deal.
Number I track: conversion from each stage, counting only deals where the buyer met the exit criteria.
Grow the account.
Number I track: open expansion pipeline per account.
Call the number.
Number I track: the forecast against the actual result at the close of each quarter.
Get to signature and start.
Number I track: days from verbal yes to signature.
Clients are described in general terms.
Situation. A professional sports organization needed new servers, storage, and networking. Its virtualization vendor had just been acquired, which put future licensing and the roadmap in doubt.
Buying side. Purchasing, IT leadership, the CFO, and the CIO. Many stakeholders, one budget.
What I did. I started with the purchasing agent. I found the Director of IT and built them into the champion by tying the project to the outcomes they had to deliver that year. I brought in internal technical specialists to explain the move to a new platform. A $3M baseline project grew into a full-stack scope with a high-touch rollout.
Result. A net-new win worth $5M in total contract value. The CFO and CIO approved it on return and risk. The cycle ran past 12 months.
Situation. A fast-growing real estate CRM startup was losing customers. No team or process owned at-risk accounts after the sale.
Buying side. Subscription customers deciding at each renewal term, and an executive team that needed steady cash flow.
What I did. I built a retention department from the ground up. I hired and managed a team of five and set the KPIs. I wrote a library of templates for common objections and value gaps. I studied subscription term limits to find where customers were most likely to leave, then reached out before they did.
Result. Average annual value (AAV) grew from $0 to $1.5M. The blueprint was adopted across the management team, and I trained the team on the tools and the performance process.
Situation. Oil and gas permit filings are public, but a seller cannot tell which filing deserves a call first.
Buying side. A sales team that sells to oil and gas operators and needs to know whom to call and when.
What I did. I built MidconSight. It reads permit filings, matches each one to a company, and rates each operator hot, warm, or cold on its expected pipeline of wells, using measured permit-to-production timelines in Oklahoma. I then designed how it sits in a CRM: a permit record linked to its companies, a lifecycle stage for permit-qualified accounts, and routing by score threshold.
Result. A seller sees who to call first, ranked by a score they can inspect. It is my worked example of a signal, a record, a stage, and a route wired together. See it live at midconsight.com.
Situation. A small collectibles business has no sales team, so every part of the revenue cycle sits with one person.
Buying side. Collectors who buy singles, graded cards, and sealed product, live and online.
What I did. I run it end to end. I source and price inventory, sell it live and through online listings and in person at card shows, and watch the market to decide what to buy and when. The funnel, the go-to-market choices, and the market intelligence all run through one system I built and use every week.
Result. A working business that shows full cycle selling, from first signal to sale and back to sourcing. See it live at reliquarytrading.com.
Inventory the tools. Interview the people who touch a deal.
Trace real deals through every system. Mark each handoff.
Measure the delay. Put dollars on each gap and rank them.
Present the stack map, the gap report, and the workflow blueprint.
I have sold to executives and IT leaders on large enterprise deals, and managed those accounts after the sale. I studied economics, and I use it to find the outcomes a buyer must deliver and to put dollars on a gap.
I also build my own systems. I know what it takes to wire a signal into a record, a stage, and a route, because I have done it.
If you're looking for a consult, feel free to reach out below.
Tell me where deals slow down. I read every message myself and will tell you honestly if I can help. Hiring or partnering? Say so in the message.
Prefer email or phone? Write to doug@reliquarytrading.com or call (405) 294-2090.