Leading go-to-market and business operations at Gipper

The work

Commercial and organizational decisions

I led changes across Sales, Marketing, Customer Success, Support, and Operations. That meant looking at the cost of acquiring and serving customers alongside team structure, departmental spending, and the way commercial work moved between functions.

The decisions belonged in the same operating conversation: how the business sells and supports its product affects its staffing needs, customer relationships, and cash.

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 combined changes in how teams covered customers with changes to the systems supporting the relationship.

Customer coverage, renewals, and collections were parts of the operating model, with responsibilities and follow-up connected across the customer lifecycle.

Reporting that supports decisions

I helped centralize reporting using Coefficient, including revenue and retention reporting. Automated dashboards replaced manual reporting and gave leadership and managers a shared basis for understanding performance against the plan.

The reporting supported operating decisions alongside the organizational and commercial changes. It was one part of the work, with the team responsible for deciding what to do with the information.

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.