The operator
You book a person, not a company.
Every diagnostic, audit, and seat at RVNU runs through Wayne. When he is full, a bench he has worked with and vetted takes the seat, and he stays close.
I've been selling SaaS since 1998, before it had the name.
Four exits worth over $2B:
Hitwise. Kelkoo. Maxymiser. Criteo's $1.7B IPO.
Revenue built from zero to $20M+ ARR, on three continents.
Ran UK sales for Kelkoo and Maxymiser through both exits. Then chief revenue officer, twice, at Guidebook and Wonderschool.
Different products. Same route.
The founders I kept meeting had strong products and no shortage of effort.
They were doing the right work in the wrong order. Scaling before the win was repeatable. Hiring before the machine existed. Burning runway on the loudest problem instead of the first one.
I started RVNU to put the work in order.
"RVNU partnered closely with Paul and me, working in the boat with us rather than advising from the sidelines. Now I'm free to focus on expanding into new home service verticals and strategic manufacturer partnerships while our revenue machine runs predictably without founders selling."
I diagnose before I prescribe. The stage you are actually at, versus the stage you are behaving like. Your next two quarters, in order.
A free diagnostic, a conversation, a scoped audit, and then a revenue leader in the seat: me, or someone I have worked with and vetted.
100+ startups. $200M+ in net new revenue built with founders.
I am an angel investor and board member at a number of B2B startups.
Same question in every boardroom: what should this company do next to grow revenue?