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Fractional RevOps Retainer

The best time to hire a RevOps lead is before you can justify a full-time one.

We run RevOps for teams that need a senior operator in the seat but not a full-time hire. Systems, process, reporting, and the strategic call sit with one person, part-time, on retainer. The revenue models that go sideways usually had four people half-owning them.

What we're noticing

RevOps always looks like a hiring problem. It's usually an ownership problem.

The pattern

RevOps gets owned by whoever's closest to it. Marketing takes the CRM. Sales runs their pipeline in a separate view. Ops fixes the integrations when they break. Each team owns their slice, and no one owns the whole. Reports don't reconcile, forecasts drift, and leadership can't tell whether the plan is on track.

So the hire gets deferred. Someone runs it part-time on top of another job. The tools are all there. The seat that connects them is not.

What we do

Fractional retainer work starts before we touch the portal. We agree what the model needs to do, who owns which piece today, and where the handoffs break. Then we take the RevOps seat: systems, process, reporting, and the strategic call, held by one operator on retainer. The stack gets configured around how you sell, not the defaults.

The work is technical. The conversations are strategic. By the time the retainer is running, systems, process, and reporting all sit with one seat, and the model holds together across teams. Not another vendor. A senior operator in the seat you couldn't yet fill.

Why teams hire us

When teams usually bring us in.

01

Before something new lands.

A raise is closing, a new product line is coming, or a GTM shift is about to start. You want a senior operator making the calls now, not hiring one after the model has already broken.

02

New leadership, or the operator just left.

A new CRO, a new CFO, or the person who was holding it together has resigned. You want the seat filled by someone senior now, not vacant while the search runs and a new hire spends six months getting up to speed.

03

The tools got bought. The seat didn't.

Marketing owns the CRM, sales runs pipeline in a separate view, ops fixes integrations when they break. Everyone's technically responsible, nobody's accountable for the whole, and hiring another admin on top isn't going to change that.

WHAT'S INCLUDED

A fractional RevOps engagement scoped to the four areas: systems, process, reporting, and advisory.

01 /

Discovery and operating map

Where the model is breaking, who owns which piece today, and what leadership needs from the seat first. The retainer starts from a working picture of the whole, not a task list from a job description.

02 /

Revenue model and process documentation

How the business sells, delivers, and reports. Agreed once, documented, and applied consistently, so the four areas of RevOps aren't running on four different assumptions.

03 /

Stack and data audit

Portal, integrations, data model, and property hygiene checked before anything changes. What would distort the model gets fixed before the retainer builds anything on top of it.

04 /

CRM and stack ownership

Configuration, custom objects, workflows, and integrations across HubSpot and the tools it talks to. The stack gets configured around how you sell, and stays that way as the business changes.

05 /

Process design across the funnel

Lifecycle stages, MQL and SQL definitions, deal stages, routing, and handoffs between marketing, sales, and service. One connected revenue process, not three teams running their own.

06 /

Reporting at your cadence

Pipeline coverage, source contribution, conversion velocity, forecast accuracy. Delivered at the cadence leadership needs them, whether that's weekly, monthly, or before the board meeting. Built on the same definitions the team dashboards use, so the numbers reconcile in every view.

07 /

Weekly WIPs

A standing weekly with sales, marketing, and leadership as needed. Pipeline review, what's shifted since last week, what needs a decision before it stalls. The rhythm that keeps the model connected week to week, not just at quarter close.

08 /

Documentation and handover

Documentation your team owns, and a system that survives the retainer. Set up so a full-time RevOps hire eventually inherits something intact, not a rebuild.

TIMELINE

A standard retainer starts within two weeks and runs on a rolling monthly basis.

Week 1

Discovery

Where the model is breaking, who owns what today, and what leadership needs from the seat first. The work doesn't start until the picture is clear.

Week 2

Stack and data audit

Portal, integrations, data model, and property hygiene checked. What would distort the model gets flagged before the retainer builds on top of it.

Weeks 3–4

Foundation

Process, definitions, and the reporting layer configured against how you actually sell. Built in order, so each layer holds the one above it.

Weeks 5–6

Rhythm

Weekly WIPs start, monthly reporting cadence sets in, and the seat is fully operational. From here, the retainer runs month to month and evolves with the business.

Before and After

What changes when the RevOps seat gets filled.

Dimension Before After
Ownership
RevOps owned in slices by whoever's closest to it.

One senior operator in the seat, accountable for the whole.

Systems
Stack configured to HubSpot's defaults.

Stack configured around how you sell.

Process
Marketing, sales, and service each run their own.

One connected revenue process, across the funnel.

Reporting
Numbers don't reconcile across teams.

The same number comes out of every view.

Decisions
The model breaking shows up at quarter close.

Flagged in the weekly, before the quarter closes.

Handover
The processes live in one person's head.

Documentation your team maintains, ready for a full-time hire to inherit.