Engineering Enterprise Revenue Predictability
Real outcomes from enterprise organizations that transformed their revenue engines through strategic advisory and systematic execution.
Global SaaS Leader
The Challenge
Enterprise revenue growth was inconsistent and heavily dependent on individual sales talent rather than structured systems. Key issues included 9–12 month sales cycles, forecast volatility, limited multi-threading across decision-makers, under-leveraged partner ecosystem, and reactive enterprise pursuit strategy.
Strategic Intervention
Using the AO Enterprise Revenue Architecture™, the enterprise motion was restructured: Implemented full MEDDIC enterprise qualification discipline, instituted multi-layer stakeholder mapping across Fortune 1000 accounts, integrated channel co-sell frameworks, shifted engagement to executive-level value narratives, and built structured forecast visibility aligned with leadership reporting.
Quantifiable Outcomes
Her ability to bring structure and executive clarity to complex enterprise pursuits materially improved strategic revenue outcomes.
VP Enterprise Sales
Global SaaS Leader
High-Growth Intelligence Tech
The Challenge
Highly technical product with long sales cycles (6–12 months), complex stakeholder environments, and high procurement scrutiny. Enterprise motion lacked a structured expansion model.
Strategic Intervention
Developed executive-level value positioning tied to operational risk, built enterprise expansion maps across multi-division accounts, increased C-suite engagement early in the sales cycle, leveraged strategic channel relationships for credibility and access, and structured account progression checkpoints tied to decision criteria.
Quantifiable Outcomes
She consistently demonstrated enterprise-level strategic thinking that advanced high-stakes deals with precision.
Director, Enterprise Accounts
High-Growth Intelligence Tech
IT Infrastructure & SaaS
The Challenge
The partner ecosystem was under-optimized and direct sales lacked integration with channel strategy. Enterprise opportunities were being lost due to misalignment.
Strategic Intervention
Designed structured co-selling framework, built enterprise account targeting models integrating partners, created joint revenue planning cadence, and instituted partner qualification and performance tracking.
Quantifiable Outcomes
Her strategic integration of channel and enterprise sales materially elevated GTM performance.
Regional Channel Director
IT Infrastructure & SaaS
HART Inc.
The Challenge
HART Inc. sought to expand enterprise healthcare accounts but faced complex procurement cycles, multi-stakeholder hospital decision-making, budget sensitivity and compliance scrutiny, and limited executive-level engagement. Revenue growth required strategic account expansion, not transactional selling.
Strategic Intervention
Built structured enterprise healthcare account expansion plans, introduced executive-aligned value positioning tied to operational efficiency, navigated procurement and compliance pathways strategically, developed stakeholder influence mapping across hospital systems, and positioned solutions around long-term operational ROI.
Quantifiable Outcomes
Her strategic discipline in complex healthcare enterprise environments significantly strengthened account growth and long-term positioning.
Senior Executive, HART Inc.
HART Inc.
Aggregate Impact
Combined results across enterprise client engagements demonstrate consistent, measurable outcomes.
Strategic Pipeline Built
Average ACV Increase
Partner Pipeline Growth
Sales Cycle Reduction
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