A RevOps Consultancy That Fixes the System, Not the Symptoms
One pipeline. One forecast. One set of numbers everyone in the room trusts.
PacedRevenue rebuilds the revenue operations underneath your go-to-market, so the number on the dashboard is the number in reality.
- One pipeline
- One forecast
- Numbers everyone trusts
The Symptoms Are Familiar. The Cause Usually Isn't.
Most teams that come to us can tick at least three of these.
Competing pipeline definitions
Every team defines pipeline stages differently, so "pipeline" means five different things.
Unexplained forecast misses
Forecasts miss consistently, and nobody can say by how much or in which direction.
Contested lead quality
Marketing hands over leads sales cannot work, and both sides have data proving the other wrong.
CRM as admin
Reps treat the CRM as admin rather than as the record of the deal.
Late risk signals
Customer success is the last to find out an account is at risk.
Reporting as theatre
Leadership decisions run on gut feel dressed up as reporting.
These look like six problems. They're one problem showing up in six places.
The revenue system underneath your teams was never designed. It accumulated, hire by hire and tool by tool, and a system that accumulated can't be patched one symptom at a time. It has to be rebuilt as a system.
Take the first one: "pipeline" means five different things
Here's what that looks like today, and what rebuilding the system replaces it with.
Five teams, five pipelines
Every team reports its own number. None of them line up, so the forecast wanders.
One pipeline everyone trusts
Aligned stages, tied to buyer commitments, feed a single number the whole room can defend.
What a RevOps Consultancy Rebuilds
One system with four layers, built in the order they depend on each other.
Build order: architecture first, forecast last
Revenue Architecture
One ICP and one qualification standard, with stage gates tied to verifiable buyer commitments instead of internal activity. The definitions everything else enforces, records and reports.
The foundation, built first
Process and Handoffs
Marketing to sales to customer success handoffs, redesigned around how your buyers actually decide, with named ownership at every transition.
Makes the architecture operational
Systems and Instrumentation
CRM configuration, routing, automation and data hygiene that record the process as it happens, inside the tools you already run.
Only ever as clean as the process it records
Forecasting and Intelligence
Dashboards, pipeline telemetry and a forecast model leadership can defend in a board meeting.
Only as true as the three before it, so it's built last
The order of the work matters as much as the work itself. It starts with architecture every time.
Four Steps, in One Direction
Each step hands the next the one thing it needs to start.
The Revenue Operations Audit
We pull your last two quarters of closed-won and closed-lost deals and trace each one backwards through every stage change, handoff and touchpoint. A "forecasting problem" traces back to ICP architecture that was never settled; a "CRM hygiene problem" traces back to stages that ask reps to record fiction.
Passes to Define: "the audit's findings"
Define
The audit's findings become decisions: one ICP, one qualification standard, stage gates tied to buyer commitments, and handoffs with named owners at every transition. This is the unglamorous middle of the work and the reason everything after it holds.
Passes to Instrument: "the definitions are already settled"
Instrument
Only now do we touch the tools: CRM configuration, routing, automation, dashboards and the forecast model. Because the definitions are already settled, the reporting layer nearly builds itself. Deals that used to stall invisibly in "no decision" now surface while there's still time to act.
Passes to Operate: "infrastructure that already works"
Operate and calibrate
We run the system alongside your team until forecast variance stabilises, tightening stage probabilities against real outcomes and handing over the playbooks. Your team inherits infrastructure that already works, with no half-finished project to pick up.
Hands over: the system and the playbooks, yours to run
Four Engagements. Four Numbers.
Each one a click from the case study it came from.
- 137xIncrease in ACV in 7 weeksMarTech AI
- £20MSeries A raised on validated signalGovernance AI
- 66%Efficiency gain, with a £500k ARR upliftCyber Security
- 600%Order volume upliftPremium Fresh Goods
Case study spotlight
A scaling B2B team came to us with the classic profile: growing revenue, shrinking confidence in the numbers behind it. Rebuilding their revenue system produced a 66% efficiency gain and a £500k ARR uplift, not from more leads, but from a structured approach to the deals already in motion.
Read the case studyTeams we've rebuilt for
We Build in the Tools You Already Run
We're deliberately platform-agnostic. The stack is the last layer we touch and the easiest to get right once the system underneath it is defined, so we work in the tools you already run, with no migration to a stack we happen to prefer.
CRM
System of record
HubSpot
Salesforce
Pipedrive
Attio
Marketing automation
Demand
- HubSpot Marketing
Customer.io
Marketo
Outbound and enrichment
Signal
Clay
Apollo
Instantly
LinkedIn Sales Navigator
Reporting and intelligence
Truth
- Native CRM reporting
- Looker Studio
- Custom dashboards
If your tools aren't on this list, we still design the same system and simply configure it differently.
Six Questions Worth Settling
What is revenue operations?
Revenue operations (revenue ops, or RevOps) is the discipline that exists because revenue fails between teams, not inside them. It runs marketing, sales and customer success as one system: shared definitions of the customer and the pipeline, designed handoffs, and one reporting layer. Leads stop leaking at transitions, and the forecast can be defended in a board meeting.
How is RevOps different from sales operations?
Sales operations optimises the sales team's own process. Marketing operations does the same for marketing. Revenue operations spans all revenue teams, because the expensive failures happen in the seams that no single-team function owns: leads leaking at handoff, stages meaning different things to different people, pipeline numbers that change depending on who pulled the report.
What's the difference between a RevOps consultancy and a RevOps agency?
In practice, a RevOps agency or revenue operations agency manages and optimises your tools on an ongoing retainer, which is valuable once the system underneath is sound. A consultancy's job is to make it sound: diagnose why the numbers are unreliable, redesign the definitions and process, then instrument. If the underlying system is broken, ongoing tool management will keep it running in its broken state.
Should we hire an in-house RevOps consultant instead?
Eventually, yes. A strong internal operator is how the system stays maintained. But an in-house hire inherits your current definitions and your current politics, and they can run a system far more easily than they can redesign one from inside it. Most teams get the best result from revenue operations consulting that fixes the structure first, then hiring someone to operate infrastructure that already works.
What does a revenue operations audit cover?
Ours traces your last two quarters of closed-won and closed-lost deals backwards through every stage change and handoff to find where signal degrades. It covers ICP consistency, stage and qualification definitions, marketing to sales handoffs, forecast accuracy, and only then the tech stack. In most cases the stack is recording a problem that started upstream of it.
How long before RevOps consulting shows results?
Diagnostic findings land in the first two to three weeks. Operational changes typically show inside the first quarter: trustworthy pipeline numbers, stage definitions reps actually follow. Forecast accuracy compounds over one to two quarters as new deals move through the rebuilt stages. Anyone promising instant forecast accuracy is selling you a dashboard.
We'll Tell You What We See.
If your dashboards disagree with each other, the fastest way to find out why is a working session with your own numbers in front of us. Book a call, bring your funnel data, and we'll tell you what we see.