We've run RevOps inside billion-dollar companies and Series A/B startups — sitting on the same side of the table as the CRO, the SVP RevOps, and the operators carrying the number.
You already know what's broken. You've built the roadmap. What you're missing is a senior pair of hands who can architect and execute in parallel — without pulling your team off the whirlwind.
// Proof
250K renewals automated after three vendors said it couldn't be done. A $5M forecast variance cut to $167K — calculated 90 days before quarter close.
Phase I: Startup
Breaking the founder-led ceiling with repeatable revenue plumbing that doesn't depend on heroics.
Phase II: Mid-Market
Removing the friction of legacy sprawl, disconnected stacks, and departments that don't speak the same language.
Phase III: Enterprise
Architecting for global resilience, data-driven predictability, and board-grade scrutiny.
We've watched the same pattern in a dozen orgs: pipeline coverage that doesn't survive scrutiny, forecast accuracy widening more each quarter, attribution debates eating hours that should be spent on prospect calls and close plans. None of it is a talent problem. It's a bandwidth and authority problem.
// The Method
Two weeks inside your stack, forecast, and funnel — alongside your team, not over them. The output isn't a list of problems you already know about. It's the one non-obvious lever (usually an incentive or an ownership gap, rarely a tool) that's actually holding the dysfunction in place.
Big Four leaves with the knowledge. We leave it with your team. A written blueprint co-owned with your RevOps leadership: process, data model, tech stack, ownership map. You present it to the CEO and board. We back you up — but your name is on it.
We execute alongside your operators, not in place of them. The institutional knowledge stays in-house. The senior reps come from us. You end with a system your team owns, can extend, and can defend in a board meeting six months after we're gone.
// Selected Work
How a single line buried in a help article unlocked the automation that the world's largest CRM vendor, one Big Four consultancy, and an internal IT team all said couldn't be done.
How rewriting the incentive structure turned a $5M end-of-quarter forecast variance into $167K — calculated 90 days before the quarter closed.
Redesigned coverage, comp, and quota model for a division-wide sales org without missing a single forecast cycle during the transition.
// The Kita Perspective
Buying Salesforce doesn't fix a broken incentive structure, anymore than buying Gong makes every Sales Manager a world-class Sales Coach. It just makes the dysfunction show up faster, in higher resolution.
Every stack we've audited has a layer of Zaps, formulas, and one-off scripts holding critical routing together. It wasn't built lazily — it was built fast, under pressure, by people solving real problems in real time. The cost shows up later.
Marketing owns MQLs. Sales owns close rate. Finance owns cash. Everyone we've met wants end-to-end ownership — but the org chart, the comp plans, and the tooling all push the other direction. Fixing this is structural, not motivational.
Adding reps to fix a conversion problem is the most expensive way to learn the funnel is the bottleneck. We've seen it work exactly zero times. Tighten the mesh, then add the volume.
If you're a CRO or VP RevOps and the gap between what you know needs to happen and what you have time to build keeps widening — that's the conversation we want to have. One working session. No deck.
Pressure-Test the Roadmap →