I surface what's constraining portfolio growth — and fix it before it becomes a value creation problem.
I'm Remy Piazza — a fractional CRO brought into PE-backed companies when growth has stalled, execution risk is rising, or the value creation plan needs a commercial leader to own it. Twenty-plus years, $240M in new sales led, two successful exits.
The pattern I rebuild.
I rebuild stalled $10–$30MM B2B SaaS revenue engines. I accelerate growth by building repeatable go-to-market systems, aligning teams, and driving disciplined execution. My focus is simple: build systems that produce consistent results, not one-off wins.
The pattern I see most often — the product works, early customers love it, revenue stalls between $3M and $10M and stays there for 12+ months. The founder is still the de facto head of sales. One team is selling two products to two segments with one playbook. Forecast opacity creates accountability drag. Pipeline looks fine but doesn't convert.
That's the engine I rebuild. I tell you the execution risk inside the first 30 days — usually segment + ICP, ownership, or the motion itself, not the team. Then I install methodology, rebuild forecasting, fix segmentation, and put a real board-grade operating cadence in place.
- Revenue plateaued for 12+ months
- Cycled through 1–2 commercial leaders — or never had one
- GTM reset after pivot, repositioning, or new segment
- First-CRO bridge ahead of a full-time hire
- Pre-LOI commercial diligence
- 100-day plan execution post-close
- Value creation milestone recovery
- Management team gap bridging
- Forecast opacity and accountability drag elimination
Metrics that compound.
A sample of measurable outcomes across CRO, CSO, and VP-Sales seats. Absolute dollar amounts shown only where public or contractually clear; the rest are relative — by design.
I speak value creation, not just revenue.
Most commercial leaders diagnose in functional language. PE buyers think in outcomes. I translate — surfacing execution risk, growth constraints, and EBITDA leakage in terms your board and LPs understand.
- Commercial diligence support pre-LOI — ICP, pipeline quality, team assessment
- 100-day revenue plan aligned to your value creation timeline, not a 3-year roadmap
- Board-grade operating cadence and KPI reporting from week one
- Management team gap assessment and bridge leadership
- Execution risk identification within the first 30 days
"Remy walks into a stalled engine and within thirty days he's told you what's actually broken — not what's comfortable to hear. That clarity is the unlock."
Four engines. Four rebuilds.
Challenge · Approach · Result. Click any case to expand.
CareerBuilder had zero presence in Canada — no brand, no team, no pipeline. The market was dominated by a well-funded incumbent with deep employer relationships and outsized share of voice.
I built the Canadian business from the ground up: set the GTM strategy, designed the marketing engine, and recruited a team of 30+ across sales, marketing, and account management. Implemented a solution-selling playbook to accelerate ramp, and built a partnership program to drive qualified demand — a more capital-efficient path than competing head-to-head on paid acquisition.
- $0 → $10M revenue in 3 years from a standing start
- #2 national career resource for Canadian employers and job seekers
- 30+ commercial team built across sales, marketing, and AM
Cosaic had been stuck at $5–6M for over a year. One sales and marketing team was selling two very different products at very different stages of product–market fit — classic GTM debt masking what were actually two distinct businesses.
After a focused diligence period, I re-architected the entire go-to-market — effectively splitting the company in two so each product had a dedicated GTM team aligned to its segment and buying motion. Rebuilt both teams from scratch, rewrote playbooks, and realigned marketing, sales, and CS. Installed MEDDIC as the operating language.
- +30% revenue inside the first year of restructure
- First $1M sales quarter in company history
- $10M+ achieved in under 2 years — enabling acquisition by S&P
- 2× improvement in client retention (double-digit lift)
Recruited by the CEO, EPAY had been stuck at $1M for over two years. Direct sales alone wasn't going to break the ceiling — the company needed leverage and reach it couldn't build organically.
I made the call to build a partnership-led GTM motion from zero and ran it directly while we recalibrated sales and marketing in parallel. Structured a hybrid model — partnership-driven demand combined with direct outbound — and personally built the partner program with Paychex, NetSuite, Oracle, IBM, Microsoft, Verizon, Sprint, and T-Mobile.
- $0 → $3M partnership channel contribution in inaugural year
- $1M → $20M+ total revenue over 5 years
- Outcome enabled acquisition by PrismHR
Hired to reignite a stagnant region with a vertical focus on tier-1 banks and insurance — long cycles, multiple stakeholders, a buyer base that's notoriously hard to crack cold.
Designed and executed a targeted C-suite outreach program built around the specific risk, compliance, and infrastructure priorities of large financial institutions. The motion was built for credibility and access at the executive level, not volume — fewer accounts, deeper penetration, longer-term contract value.
- $4M+ net-new enterprise revenue closed in 2.5 years
- Tier-1 wins at Harris/BMO Bank, ING Bank, Toronto Stock Exchange
- Established a sustainable enterprise FSI motion in the region
Twenty-plus years. Reverse chronological.
How I lead a revenue org.
Inferred from a career of rebuilds, exits, and the kind of feedback that comes from sellers who stayed.
Surface execution risk inside 30 days.
Direct is faster than diplomatic. Most stalled engines come down to ICP, ownership, or the motion itself — not the people. Naming it is the unlock.
Build systems, not heroes.
One-off wins flatter the founder; systems compound. I build repeatable motion so the org doesn't depend on any single rep — or any single quarter.
Strategy in service of execution.
A strategy that can't be operationalized inside a quarter is theater. Every framework I install ships with an operating cadence and a scorecard.
Coach in public, correct in private.
Sellers don't grow under fear. They grow under clarity, repetition, and trust. My job is to make the standard obvious and the path to it obvious too.
The operating loop.
Every engagement runs this loop. Phase length varies; the order does not.
Diagnose
Segment & ICP audit, pipeline forensics, forecast hygiene, stage exit-criteria, win/loss patterns, rep-by-rep capability map. Output: a diagnostic memo you can take to your board within 30 days.
Architect
Segment-to-motion alignment, team structure, comp & quota, methodology (MEDDIC), playbooks, tech-stack rationalization.
Operationalize
Operating cadence, scorecards, enablement loops, deal reviews, forecast calls, board-grade reporting.
Compound
Talent density, channel leverage, partner program, expansion motion, pricing & packaging — repeatable, predictable revenue.
Listen. Build. Scale.
The plan I run on day one. Adapted to context — never to comfort.
Listen
- →Founder & board alignment on what 'winning' actually looks like
- →Customer interviews — won, lost, churned, expansion
- →Rep ride-alongs, call reviews, pipeline forensics
- →Tech-stack & data audit; forecast hygiene baseline
- →Diagnostic memo: execution risk, what's working, what stops
Build
- →ICP, segmentation and territory model published
- →Operating cadence: forecast, pipeline, deal-review, QBR
- →Methodology (MEDDIC) installed with stage exit-criteria
- →Comp plan & quota model aligned to motion
- →Enablement v1, playbooks per segment, scorecards per role
Scale
- →Marketing-to-sales SLA live; pipeline coverage at 3×+
- →Partner / channel motion stood up where leverage exists
- →Hiring profile and ramp plan for next 4 quarters
- →Board-grade KPI pack shipped monthly
- →30/60/90 retro with founder; next-quarter operating plan
What gets measured, gets compounded.
Five lenses. Reviewed weekly. Reported monthly. Tied to compensation where it matters.
Top of funnel
- Qualified pipeline created
- Pipeline coverage (≥3×)
- ICP-fit rate
- SDR/AE meeting → opp conversion
Conversion
- Stage-to-stage conversion
- Win rate by segment
- Sales cycle length
- Average deal size
Forecast & predictability
- Forecast accuracy
- Commit vs. actual
- Slip rate
- Linearity within quarter
Retention & expansion
- Gross & net retention
- Logo retention
- Expansion ARR per CSM
- Time-to-value
Team
- Quota attainment distribution
- Ramp time
- Rep capacity utilization
- Voluntary attrition (top quartile)
The shape of the operator.
"You see the full picture and offer practical strategies for filling the gaps. You thrive on complexity — envisioning the completed product, then backing into the sequence of actions that lead to the required result on time and on budget."
Where I've operated. Who I've sold to.
What founders, boards, and operators say.
Remy walks into a stalled engine and within thirty days he's told you what's actually broken — not what's comfortable to hear. That clarity is the unlock.
He rebuilt our forecast, our pipeline discipline, and our team in parallel. We hit our first $1M quarter under his watch and never looked back.
Remy is the rare commercial leader who is equal parts strategist and operator. He sees the whole picture and then breaks it down into the steps that actually ship.
Direct, decisive, and deeply experienced. He turns 'we should…' into 'this is the operating plan, here's the cadence, here's the scorecard.'
The operating tools.
Familiar with the modern revenue stack — and opinionated about which tools earn their license fee.
- Salesforce
- HubSpot
- Pipedrive
- Gong
- Clari
- Chorus
- Outreach
- Salesloft
- Apollo
- ZoomInfo
- LinkedIn Sales Navigator
- MEDDIC / MEDDPICC
- Command of the Message
- Highspot
- Seismic
- Marketo
- HubSpot Marketing
- 6sense
- Demandbase
- Tableau
- Looker
- Power BI
- Gainsight
- Catalyst
- Vitally
Trained, certified, and still learning.
Stalled growth?
Let's rebuild it.
If you're a founder, CEO, board member, or operating partner with a revenue engine that's underperforming what the product deserves — book 30 minutes. I'll tell you what I see.