Revenue advisory for B2B SaaS. When growth outpaces the way revenue is run, the motion turns ad hoc. Proventarc names what is missing, builds it, and coaches the team to win, keep and grow revenue at scale.
Led by Brett Gibson, delivering expertise for B2B SaaS from £20m to £250m ARR, using experience from building and running these functions.
UK, EMEA and US.
It shows up as scaling pains: the forecast lives in one person's head, comp plans multiply faster than anyone can administer them, customer success runs on goodwill and heroics, and two dashboards will not agree on the same number. None of it is a talent problem. The organisation grew faster than the way it runs revenue, and that is fixable, with a clear place to start.
It arrives in steps. One is when a team grows past the size where a single manager can hold every deal in their head. Another comes when a region has to reconcile its numbers with a head office that runs differently. Coordination that ran on proximity and people who knew each other has to become something designed, and the space between those two states is where the scaling pains sit.
The work is transforming revenue from ad hoc to methodical, so growth stays repeatable as you scale.
| What you are saying | How it shows up | What changes |
|---|---|---|
| “The forecast is a negotiation, not a number.” | Every manager rounds their number before you see it, so it moves each time it is re-stated. If a committed number is given at all. | One forecast process, one set of definitions, and a number your board can hold you to. |
| “We have more comp plans than anyone can administer.” | A plan written for each hire that did not fit the standard model. One team can win at the cost of others. Admin goes up, trust in pay calculations goes down. | A comp model that aligns your people, that they can explain and finance can actually run. |
| “Two dashboards, two answers, same question.” | Sales and finance each built their own version of the metric on the same raw data, so both are defensible and neither agrees. | One definition of the metric, owned by someone, and reporting that agrees with itself. |
| “Customer success runs on goodwill and heroics.” | Renewals depend on which CSM has the relationship rather than a method. Some accounts get wasted white-glove service, while others who need it are ignored. | An engagement model that produces the evidence for renewal and expansion. |
| “Every handoff loses something.” | Hard-won lessons on the account live in someones head, so the next team rebuilds it from scratch, to the frustration of the customer and next team. | Defined handoffs between sales, onboarding and success, with what travels and who owns it. |
| “We closed the acquisition. We have not integrated the go-to-market.” | Two sales teams still run on two systems and two comp plans, sometimes competing for and confusing the same account. | One operating model across both businesses, sequenced so revenue does not stall while you do it. |
The revenue motion end to end, taken on in bounded pieces.
Which one fits depends on what you already know and how much of it you want to own yourself. All four can be scoped and quoted.
Most engagements start with a diagnostic.
Something is wrong and I cannot name it properly.
Diagnostic
I know the problem and need the plan and the case.
Advisory
The decision is made and I need senior hands to build it.
Build
My team owns it and wants a thinking partner.
Coaching
You know something is wrong and want it named properly before you spend against it. The current motion assessed, what is causing the drag, and what to fix first.
You need the plan and the strategy, shaped to your situation. Options costed, trade-offs stated, and a recommendation you can take to a board.
You know what has to change and need senior hands to build it. Scoped to a defined outcome, from a single comp model to the whole revenue motion. Longer than this? We can help find the right resources.
Your people own the system and want a thinking partner while they build the muscle. Scheduled and as-needed sessions on retainer, bounded and light touch.
The situation, what was wrong, and what changed.
39 → 16 commission plans, rationalised in two weeks
Multiple CRM instances, plus CPQ, billing and renewals, consolidated into a single global stack. Then the operating model to run it: one handbook covering account planning, territory, segmentation and customer success engagement.
7 figures renewal book under management
A reactive, quarter-focused team, rebuilt around a defined lifecycle model: structured onboarding, ongoing touchpoints, and a tiered framework that put capacity on the highest-value customers.
Seat → usage licensing model migrated with the base intact
Customer migration, commercial renegotiation and field enablement, run simultaneously across a regional customer base.
1 single global forecasting tool, rationalised in two weeks
Moved from a legacy of multiple regional forecast processes and formats, and across multiple spreadsheets, into a single forecasting system. Designed and built the motion that enabled it, and rolled out Gong forecasting to improve insights and consistency across diverse territories.
Single pane for insight cross-object and entity management analytics and reporting
Global revenue analysis cube and dashboards across Salesforce CRM, corporate data goals and lookups. First detailed view of accounts, pipeline and contracts in a single view for global, regional and front-line audiences.
1 process formalising good practice through workflow automation
Regional workflow to ensure zero-gap sales handover to CS and customer onboarding: a CRM opportunity-triggered workflow with automatically populated handover notes, an email to the team to coordinate customer kick-off, PS and Channel brought in where specific products or deal types were sold, and a populated kick-off deck.
5 domains identified and prioritised for revenue and customer experience improvement
Interviewed, scoped and prioritised analytics investment and roadmap for the executive board, to improve revenue generation and customer experience for channel and direct businesses.
Revenue metrics and planning model every operational metric to plan headcount, activity and productivity
Top-to-bottom metrics for regional planning: marketing spend, conversion, deal size, ramping, coverage and retention. A true end-to-end field-organisation planning model built on extracted historic CRM, HR and marketing data, giving regional management the facts to support quota, investment and growth planning against the global process.
Proventarc is led by Brett Gibson. Twenty years in B2B SaaS revenue, built inside major Private, Public and Private Equity businesses including SAS Institute, Oracle, Domo, TechnologyOne and EcoOnline.
Prior to founding Proventarc, he was SVP Revenue Operations at an enterprise EHS & Sustainability provider, running revenue operations across four continents in a business built by acquisition.
The work spans the revenue motion end to end: go-to-market design, compensation, sales and customer success methodology, and the forecasting and analytics a leadership team runs the business on.
Forty-five minutes to understand where growth has outpaced how you run revenue, and what you have already tried.
You will leave with my read and a straight answer on whether a diagnostic is the right next step or something else. If the right help is not me, I will tell you who it is. No pitch. No deck.