VP, Revenue Operations · Omilia · 2.5 Years

Built the Revenue
Operation from Zero

I turned a pile of tools that did not talk to each other into one revenue system, built the investor metrics behind a $67M raise, and set the company up for a public equity event.

3→13 Team built
~85% Forecast accuracy
−50% Sales cycle (SMB)
240 days
160d
↓ 33%
Large deal sales cycle
140 days
70d
↓ 50%
Smaller deal sales cycle
Weeks / months
Days
Transformed
Lead response time
Not being done
~85%
Built from zero
Forecast accuracy
Data too poor to measure
26%
Strategic accts
Win rate (established baseline)
No program existed
3 mo
To first deal
Rep ramp time
Pipeline health
  • Removed thousands of stalled deals, many sitting over 300 days with no realistic path to close.
  • Implemented rigorous pipeline hygiene standards and stage-exit criteria across all segments.
  • Drove rep and sales leader accountability through structured pipeline reviews.
  • Cleaned thousands of leads from the system, which improved data quality and rep focus.
  • Lower-segment win rate on a trajectory toward 32% with cleaner data and tighter process.
  • One rep closed a deal in month 4 after onboarding. That became the team standard.
Day One
Tools existed. Nothing worked together.
Salesforce underutilized, Confluence dormant, RevOps was 3 people. Company running on Google Sheets and Slides. No forecasting. No onboarding. Pipeline full of stalled deals.
First Initiative
Built a documentation culture
Started SOPs in Confluence and drove company-wide adoption. Product followed. Then HR. Then Marketing. Core philosophy: get the most out of existing tools before adding new ones.
Foundation
Fixed the data layer
Rebuilt Salesforce data integrity. Before NetSuite existed, stood up revenue recognition tracking inside Salesforce, mapping closed-won deals to install and delivery dates. Moved the revenue forecast into Snowflake.
Scale
Made revenue predictable
Removed stalled deals, introduced stage-exit criteria, built forecasting from scratch. Hit ~85% forecast accuracy. Cut large deal cycles by 33%, smaller deals by 50%. Got reps to first deal within 3 months.
Board Level
Cross-functional revenue leader
Reported numbers to the Board alongside Sales and Finance. Partnered with the CFO. Met with auditors and investors. Led budgeting and top-down / bottom-up goal planning.
AI & Automation
Deployed AI across the company
Built N8N workflows with Gemini and Claude. Created custom web apps for SOW generation, deal calculators, and partner calculators. Embedded 2 AI/GTM Engineers directly in RevOps.
At Departure
Full quote-to-cash in motion
Nue.io (CPQ) in implementation, integrating with NetSuite for audit-ready revenue recognition. Company transitioning from partnership-led to a direct sales motion with the systems to support it.

Reported to the CEO, then transitioned to the COO as the CEO refocused on Engineering. Partnered with the CFO on financials and revenue recognition. Presented to external auditors and investors.

IPO & Equity Event Readiness
  • Used what I learned across several IPOs to build the systems, processes, and metrics Omilia needed for a public equity event.
  • Designed reporting capabilities that meet the rigor of public company standards.
  • Established investor-grade data infrastructure and metrics transparency.
  • Aligned Finance, RevOps, and Sales around a single source of truth across Salesforce, Snowflake, and NetSuite.
  • Implemented Nue.io (CPQ) to close the quote-to-cash loop with audit-ready revenue recognition.
  • Tightened process, systems, and the team so the company could scale.
Financial responsibilities
  • Reported revenue numbers to the Board alongside the Sales leader and Finance.
  • Led company budgeting cycles: top-down and bottom-up goal planning.
  • Owned revenue forecasting, moving from zero structure to ~85% accuracy.
  • Worked with Finance on revenue recognition before any formal ERP was in place.
  • Moved the revenue forecast into Snowflake for scalability and auditability.
Sales Enablement
  • Full sales enablement program
  • Partner enablement program
  • Sales onboarding: reps to first deal in 3 months
  • Sales compensation structure
Revenue Alignment
  • Sales, Marketing, Delivery & PMO all aligned to revenue
  • Board-level revenue reporting
  • Rev rec framework built with Finance
  • Top-down & bottom-up planning
CRM
Salesforce
Data Warehouse
Snowflake
Intelligence
ZoomInfo
Intelligence
Seamless AI
Social Selling
LinkedIn Sales Nav
Call Intel
Gong
RFP / RFI
Responsive
ERP
NetSuite
CPQ
Nue.io
Partnerships
Impartner
Automation
Google App Scripts
AI Workflows
N8N + Gemini + Claude
Docs & Process
Confluence
Custom Built
SOW Generator
Custom Built
Deal Calculator
Custom Built
Partner Calculator

Started with a 3-person team based entirely in Greece. Expanded reach into the United States and LATAM. Built a hiring plan for 5 more headcount to support a 4x expansion of the sales team.

RevOps Director Salesforce Manager Salesforce Admin ×2 Enablement Manager Sales Enablement Partner Enablement AI / GTM Engineer ×2 RevOps Analyst Deal Desk Manager Deal Desk Analyst Bid Manager
01I get the most out of the tools a company already has before I add new ones. That is what built early trust.
02I did not inherit RevOps. I built it. Every program, process, and hire started from zero.
03I reported to the CEO and COO, partnered with the CFO, and presented to auditors and investors.
04I have been through several IPOs. At Omilia I used that to build the systems, reporting, and process for a public equity event.
05Forecasting, budgeting, and goal-setting sat with me, across sales, finance, and the board.
06I did not just turn on AI tools. I built workflows and small apps that changed how the team worked.
07I led a team across Greece, the US, and LATAM, and I spent time on the ground in each region.
08I scaled the team from 3 to 13 and had a plan to take it to 18.
09Sales cycles fell 33–50%. Lead response went from months to days. Forecast accuracy went from zero to ~85%. All of it was built from scratch.
10I built rep onboarding from nothing. Reps reached a first closed deal within 3 months. One rep closed in month 4, and that became the team benchmark.