From PMF crisis to $27M in contracted revenue in 4 months.

The Situation

A Series B company $30M behind on revenue targets, racing to launch a new service offering.

By August 2025, the company was significantly off pace to meet its year-end revenue goal. Five prospective clients were actively interested in a new service offering called "Insight & Analysis Project" — a discovery and insights engagement designed to help customers build financial cases for broader managed service agreements.

The problem: the company had never delivered this service before. There was no playbook, no operating model, no clarity on how to execute. Two people knew what the finished service should look like. Everyone else was waiting for direction on roles, responsibilities, and how to move from point A to point B under extreme time pressure.

The Intervention

Project Lift: a focused program to build execution capability.

I was deployed as a strategic operator to serve in the Integration Lead role — defining, building, and driving the project to completion. The mandate: stand up the operating model and delivery infrastructure to roll out a new service to five clients simultaneously, in time to close the revenue gap.

Over 12 weeks, the work centered on four critical areas:

• Designed a repeatable operating model for the Insight & Analysis Project service, defining clear roles, responsibilities, and decision rights across delivery teams
• Built an internal delivery playbook and operating guide that enabled the team to execute consistently across all five clients without ambiguity
• Established a weekly operating rhythm — team touchpoints, weekly executive status updates, and regular communication to stakeholders and leadership
• Led continuous improvement retros after each client engagement, extracting lessons learned and refining the playbook in real time

As Integration Lead, I served as the connective tissue across the team — holding the pieces together, removing obstacles, and keeping execution focused under time pressure.

The Result

Two clients converted to $27M in contracted revenue; Insight & Analysis Project became a flagship offering.

By October 2025 — just four months in — the program had successfully delivered Insight & Analysis Project to multiple clients. Two of the five converted to multi-year managed service contracts: one for $25M and one for $2M, totaling $27M in contracted revenue.

Beyond the financial outcome, the engagement produced something more durable: a repeatable operating model and delivery playbook for Insight & Analysis Project. The service moved from "untested concept" to "flagship offering" that the company could now scale confidently. The team had clarity. The playbook existed. The confidence was earned.

The other three prospective clients represent meaningful pipeline for future quarters. The groundwork is laid. The relationships are solid. The financial case was built.

Why It Worked

Execution improved because the operating system became explicit.

Project Lift did not rely on heroic individual effort. It converted tacit knowledge into explicit system design: clear role ownership, decision rights, escalation paths, and repeatable meeting rhythms. That reduced coordination drag at the exact moment the business needed speed and consistency.

The intervention also linked execution choices to commercial outcomes. Every playbook component was shaped around client conversion goals, delivery reliability, and leadership visibility. The result was not only faster launch velocity, but an organizational pattern the company could continue to use after the initial push.

For growth-stage companies under revenue pressure, this is often the unlock: making execution architecture visible enough that teams can run it without dependency on one or two central people.