I’m the person who finds out the number was wrong.
I run growth for a B2B SaaS company, and I build the revenue operations layer underneath it. That combination is unusual and it is the entire reason I am useful: most organisations hire someone to run campaigns, then separately hire someone to fix the CRM eighteen months later, and spend the intervening time arguing about which number is real.
I got here from the marketing side rather than the engineering side, which matters. I have personally shipped the badly-tagged campaign link. I have sat in the meeting where a channel got cut on the strength of a figure I had privately stopped trusting. That is why I care about the plumbing — not out of tidiness, but because I have watched bad measurement cost real budget.
These days the work looks like: demand generation across paid, organic and outbound on one side, and CRM architecture, data pipelines and attribution on the other. The same person doing both means there is no handoff where the tracking quietly dies.
I am based in Bengaluru, India, working IST (UTC+5:30), and comfortable overlapping with European or US mornings.
Five things I will say in the first week.
- 01
The number is probably wrong
I start every engagement assuming the reporting is broken, because it always is. Not through incompetence — through accumulation. Nobody sets out to end up with four spellings of “linkedin”.
- 02
Configuration beats tooling
Most teams already own more capability than they use. Buying another platform to fix a discipline problem just gives you a more expensive discipline problem.
- 03
Volume is the last lever, not the first
More spend, more emails, more content. It is always available and almost never the constraint. If the loop leaks, adding volume just leaks faster.
- 04
If sales won’t defend it, it isn’t a lead
Marketing metrics that sales does not recognise are internal fiction. I would rather report a smaller number that survives the pipeline review.
- 05
Hand over the keys
A system only I can operate is a liability I have sold you. Documentation and handover are part of the work, not an afterthought at the end of it.
If you disagree with all five, we probably shouldn’t work together — and it is much cheaper to discover that on a call than in month two.