Revenue, team and operations consulting
Eight Stage runs three practices for growing companies: leadership coaching from founder to first-time manager, revenue operations that make growth repeatable, and organizational efficiency that keeps delivery on pace as the team scales.
The spreadsheet that ran the first million in ARR does not run the fifth. The standup that worked with six people falls apart at thirty. The manager who was your best individual contributor is now leading a team with no framework for it. Most growing companies do not have a revenue problem or a people problem yet. They have an operating problem that will look like both in two quarters.
We fix that while it is still cheap to fix.
We look at your funnel, your data and your tools before we recommend anything. No template audit, no forty slide deck you never open again.
Our consultants work inside your CRM, your billing system, your BI tool and your delivery board. Deliverables ship as working systems, not documents.
A twenty person company does not need enterprise process. We build the smallest system that survives the next eighteen months of growth.
Every engagement ends with your team able to run what we built. We would rather be a season of your company than a line item forever.
For founders running their first team and for the manager three levels down who just inherited direct reports for the first time. We coach the person doing the job now, at whatever level that job sits.
One on one coaching for founders and executives navigating a role that keeps changing under them, from first hire to first VP.
The individual contributor who just inherited a team gets a framework for delegation, feedback and running one-on-ones, not trial and error.
Clear criteria for what the next level actually requires, plus the coaching to close the gap instead of a vague conversation once a year.
Identify who is ready to lead next, where the bench is thin, and what has to be true before a key person can step back.
Structured feedback that reaches a leader from every direction, and a calibration process that keeps ratings honest across teams.
Small group coaching for a whole layer of new or existing managers, so the standard for good management is shared, not personal.
Practical coaching for the conversations leaders avoid: performance issues, role changes, and conflict between peers.
How a leader shows up in the board room, the all hands and the one on one, coached against the moments that actually matter.
One on one coaching for anyone rethinking their next move: a role change, a return from leave, or the question of whether to go deep as an individual contributor or into management.
Where the money is made and measured. These are the areas we are asked for most, and the ones our team has run in-house before running them for you.
Segments, motions, territory and the handoffs between marketing, sales and customer success. The map before the machinery.
Salesforce built to match how you actually sell, plus the integrations, automation and hygiene rules that keep it true a year later.
Stage definitions with exit criteria, conversion benchmarks and a forecast your board can hold you to without a weekly fire drill.
One definition of ARR, NRR, CAC payback and magic number, wired to a dashboard instead of rebuilt by hand every month.
Renewal dates that surface before they lapse, expansion signals someone owns, and a churn number you can act on rather than explain after the fact.
Plans that pay for the behavior you need, capacity models that hold up, and commission math nobody has to argue about.
Qualification, deal reviews, onboarding paths and the ramp plan that gets a new rep to quota faster than the last one.
Cohort, retention and efficiency data assembled the way investors ask for it, with a data room that survives diligence.
An honest look at the stack you have accumulated, what to consolidate, and what to buy only once you have outgrown the free tier.
Systems only hold if the process behind them holds. We build the operating cadence, delivery practice and documentation that let a team run without every decision going through one person.
Ceremonies, backlogs, estimation and a definition of done, implemented so the team ships on a cadence rather than performing a framework.
An audit of what your calendar actually costs, then agendas, owners and decision rules that give people their week back.
Intake, planning, status and escalation paths, with a tool configured to match. The work stays visible without anyone chasing an update.
A single view of everything in flight, scored against capacity and strategy, so the decision to stop something is as easy as the decision to start it.
Planning cycles, goal setting and the weekly and quarterly reviews that connect what a team is doing to what the company said mattered.
Requirements, vendor evaluation, negotiation and the implementation afterwards. We are not resellers, so the recommendation has no thumb on the scale.
A rollout plan for the change itself, not just the system, so new process actually sticks past the first two weeks.
The playbooks and SOPs that let a process survive someone going on leave, or a new hire's first week.
The handoffs between teams that do not have a clean owner, made explicit so work does not stall between sales, product and support waiting on someone else to move first.
Most companies start with the diagnostic and decide from there. Projects are quoted at a fixed price or billed hourly, whichever suits the work. No minimum retainer and no twelve month contract.
Share your detailsA full read on how the company runs: data quality, funnel conversion, systems, reporting, delivery process and the gaps that will bite at your next stage. You get a prioritized plan with effort and impact on every line, and it is yours whether or not you keep working with us.
A consultant joins your team on a defined scope and builds it: the CRM rebuild, the forecast model, the reporting layer, the agile rollout, the onboarding program. You get standups, a shared board and working systems at the end rather than recommendations.
Senior operations leadership one or two days a week, for teams who need the judgment but cannot yet justify the hire. We run the function, keep the systems honest, coach the managers coming up, and help you scope the full time role when it is time.
What a pre-seed founder needs has almost nothing in common with what a Series B company needs, in revenue or in how the team runs. We scope to where you are, not to where a playbook says you should be.
Pre-seed and seed
Series A
Series B and C
Every Eight Stage consultant has held the role in-house. They have built the forecast that was wrong, rebuilt the CRM at the worst possible moment, run the sprint that slipped, and sat in the board meeting where the numbers did not reconcile. That is the experience you are hiring.
It also means we tell you when the answer is to do nothing yet.
We staff each engagement with the person who has done that specific job, so the consultant coaching your first time managers is not the one rebuilding your reporting layer.
“I started coaching to fix one difficult hire. What I actually needed was to learn how to lead. A year in, my team makes calls without me, and I actually like the job I'm doing.”
Tammy Gonzalez
Founder, Birch Wellness
A few minutes here saves a discovery call. We read every submission and reply within two business days with either a scoped suggestion or an honest note that we are not the right fit.
What happens next
For revenue systems and operational process, usually not, but sometimes yes and we will say so.
If you have any paying customers and any intention of hiring, there is foundational work worth doing now, whether that is the CRM or the way the team plans its week.
Leadership coaching is the exception, and it has no floor. A solo founder gets as much out of it as a Series C executive, often more, because the habits are cheaper to build before you are managing a team than after. You are never too early for coaching.
If you are still finding product-market fit, most of what we would build in revenue operations or organizational systems would be premature, and we would rather you spend that money elsewhere.
Yes, and a good share of our clients are. Capital efficiency makes the systems question more urgent, not less, because you cannot hire your way around a broken process.
No. We either build the foundation before you hire the RevOps lead, the program manager or the head of delivery, or we work alongside the person you have so they get leverage instead of a second job.
Several of our engagements end with us writing the job description and sitting on the interview panel.
Salesforce is our primary CRM and the one most of our systems work runs in, plus the usual surrounding stack: Outreach, Gong, Stripe, Metabase, Looker and the data warehouse under them. On the delivery side, Jira, Asana, Linear and Monday.
We also run procurement for tools you have not bought yet. We are not resellers and we do not take referral fees, so our tooling advice has no thumb on the scale.
No. Revenue operations is where we started and it is still the largest share of the work, but plenty of engagements never touch the CRM.
Standing up project and portfolio management, rolling out agile, building an onboarding program, coaching a new manager layer, choosing and implementing software: those are full engagements in their own right.
Two ways. Defined projects are quoted as a fixed price against a written scope. Open ended or advisory work is billed hourly.
Which one fits is usually clear after the first call, and the interest form gives us enough to bring a number to it instead of to the third one.
Start with the interest form. It takes about three minutes and tells us more than a first call would.
