These examples are representative of the types of challenges addressed and outcomes delivered. Details are
generalized or anonymized where appropriate to respect confidentiality.
Global Enterprise: RevTech Transformation & SaaS GTM Shift
A Fortune 500 technology company needed to transition from a legacy, product-centric model to a digital-first
SaaS go-to-market motion. Marketing and sales systems were fragmented across regions, products, and acquisitions.
Challenge
- ~200 platforms managing customer data, campaigns, and pipeline with little standardization.
- Acquisitions integrated slowly, making revenue recognition and reporting inconsistent.
- Contracting cycles for new platforms averaged 8+ months.
Approach
- Defined a unified RevTech architecture aligned to SaaS GTM objectives.
- Built an operating model spanning engineering, product, data, and marketing stakeholders.
- Established a single intake, evaluation, and contracting framework across Legal, Procurement, and Security.
Outcome
- Enabled a full GTM transition within eight months.
- Integrated 20+ acquisitions per year into a standardized digital pipeline.
- Reduced vended software spend by ~$20M annually and cut contracting cycles down to ~6 weeks.
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Enterprise SaaS: Global Adobe Platform Integration
A global organization needed to consolidate disparate marketing platforms into a single Adobe-based ecosystem,
with a 360° customer view and consistent nurture flows across regions and products.
Challenge
- Multiple regional stacks, redundant tools, and inconsistent data models.
- Lack of visibility into customer journeys and campaign performance.
- Limited governance around platform usage and data standards.
Approach
- Designed an end-to-end architecture connecting 9 Adobe products globally.
- Ran parallel platform implementation and legacy decommissioning programs.
- Aligned business units under a single operating model with standardized KPIs.
Outcome
- Retired 21 legacy platforms while increasing capabilities.
- Delivered a 360° view of the customer and unified nurture streams.
- Recognized with an Adobe Transformer Award for operational and financial impact.
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High-Growth Startup: Scaling Product & Engineering Operations
A founder-led SaaS startup had strong early traction but lacked clear engineering and product operating models.
Teams were over-extended, roadmap decisions were ad hoc, and platform choices were outpacing governance.
Challenge
- No consistent prioritization framework across product, sales, and customer success.
- Increasing technical debt and unclear ownership of architecture decisions.
- Difficulty hiring and onboarding technical talent into a rapidly evolving environment.
Approach
- Introduced a lightweight, founder-friendly operating model for roadmapping and sprint planning.
- Defined clear role expectations across engineering, product, and QA.
- Used a vetted network of engineers and PMs to close critical talent gaps quickly.
Outcome
- Improved delivery predictability and visibility across the company.
- Reduced friction between commercial teams and product/engineering.
- Set the foundation to support enterprise customers without slowing down core roadmap execution.
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Data & Market Intelligence: Vendor Strategy & Cost Optimization
A scaling organization was overspending on overlapping data and intelligence tools, with little alignment to
go-to-market strategy or measurable ROI.
Challenge
- Multiple contracts with similar data vendors (intent, firmographic, market intelligence).
- Unclear adoption patterns and inconsistent usage across teams.
- Procurement, Legal, and Security teams engaged late, slowing decision cycles.
Approach
- Mapped use cases to data requirements and rationalized vendor landscape.
- Defined standardized onboarding, risk assessment, and renewal processes.
- Led negotiations with key vendors to align contracts with actual usage and value.
Outcome
- Consolidated the vendor footprint while preserving (and improving) coverage.
- Unlocked meaningful annual savings on data and tooling.
- Reduced friction between business stakeholders and control functions.
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