B2C Fintech (Series B)
Executive
Summary
Transforming a self-service fintech into a scalable, sales-led commercial organization by redesigning its operating model, aligning commercial teams and removing friction across the entire customer journey.
Client
Confidential
Industry
Fintech
Stage
Series B
Revenue
$50M - $100M
Markets
EMEA
Team
~750 employees
The
Challenge
As the company expanded its market beyond freelancers into the SMB and mid-market segments, its existing self-service operating model could no longer support a sales-led go-to-market strategy.
Marketing generated a high volume of leads, but sales struggled to convert them. Teams blamed lead quality, while leadership lacked visibility into funnel performance, sales productivity, and the true causes of underperformance.
Beneath the surface, the challenges were systemic: disconnected incentives, fragmented systems, manual processes, and limited support from engineering prevented the commercial organization from operating as a unified revenue engine.
My Role
I led the redesign of the commercial operating model, aligning strategy, processes, systems, and incentives across Marketing, Sales, and Customer Success.
The transformation combined organizational design, Revenue Operations, CRM modernization, and data architecture to create a scalable commercial engine capable of supporting rapid growth.
I have built a Revenue Operations team in an interim capacity from the scratch and ensured continuity by hiring the whole team.
What
Changed
Redesigned the end-to-end lead-to-cash operating model
Aligned incentives and target customer profiles across Marketing and Sales
Reimplemented Salesforce and introduced low-code automation across the commercial lifecycle
Eliminated operational bottlenecks that slowed commercial execution
Built executive reporting across pipeline, productivity, conversion and sales velocity
Established scalable operational processes supporting both inbound and outbound growth
Business
Outcome
Increased monthly closed deals from 2 to more than 200 within six months
Reduced first response time from 3 days to 5 minutes
Increased lead-to-customer conversion from 0.5% to 10%
Successfully launched a scalable outbound sales motion
Improved executive visibility across the entire commercial funnel
Reduced operational friction between commercial teams and technology
Built a sustainable in-house Revenue Operations competency
Key
Takeaways
Sales performance wasn’t the real problem. The operating model behind it was. Once commercial teams, systems and incentives were aligned, growth accelerated without increasing organizational complexity.
B2C Fintech (Series B)
Executive
Summary
Transforming a self-service fintech into a scalable, sales-led commercial organization by redesigning its operating model, aligning commercial teams and removing friction across the entire customer journey.
Client
Confidential
Industry
Fintech
Stage
Series B
Revenue
$50M - $100M
Markets
EMEA
Team
~750 employees
The
Challenge
As the company expanded its market beyond freelancers into the SMB and mid-market segments, its existing self-service operating model could no longer support a sales-led go-to-market strategy.
Marketing generated a high volume of leads, but sales struggled to convert them. Teams blamed lead quality, while leadership lacked visibility into funnel performance, sales productivity, and the true causes of underperformance.
Beneath the surface, the challenges were systemic: disconnected incentives, fragmented systems, manual processes, and limited support from engineering prevented the commercial organization from operating as a unified revenue engine.
My Role
I led the redesign of the commercial operating model, aligning strategy, processes, systems, and incentives across Marketing, Sales, and Customer Success.
The transformation combined organizational design, Revenue Operations, CRM modernization, and data architecture to create a scalable commercial engine capable of supporting rapid growth.
I have built a Revenue Operations team in an interim capacity from the scratch and ensured continuity by hiring the whole team.
What
Changed
Redesigned the end-to-end lead-to-cash operating model
Aligned incentives and target customer profiles across Marketing and Sales
Reimplemented Salesforce and introduced low-code automation across the commercial lifecycle
Eliminated operational bottlenecks that slowed commercial execution
Built executive reporting across pipeline, productivity, conversion and sales velocity
Established scalable operational processes supporting both inbound and outbound growth
Business
Outcome
Increased monthly closed deals from 2 to more than 200 within six months
Reduced first response time from 3 days to 5 minutes
Increased lead-to-customer conversion from 0.5% to 10%
Successfully launched a scalable outbound sales motion
Improved executive visibility across the entire commercial funnel
Reduced operational friction between commercial teams and technology
Built a sustainable in-house Revenue Operations competency
Key
Takeaways
Sales performance wasn’t the real problem. The operating model behind it was. Once commercial teams, systems and incentives were aligned, growth accelerated without increasing organizational complexity.
More works
