Fractional revenue leadership and pipeline advisory for B2B SaaS
Pipeline that doesn't depend on heroics.
Some founders are still the main source of new business long after they should be. Some scale-ups have an SDR team that's busy but not delivering. Either way, I help you build an outbound engine that creates pipeline every week, and I work with your sales leaders and SDRs to keep it running.
Now taking on fractional revenue leadership engagements
Before we talk
Six questions most leadership teams avoid
No pitch here. Just questions. If you can answer all six with confidence, you probably don't need me, and you can stop reading.
- If you stopped selling for a month, what would happen to your pipeline?If the honest answer makes you wince, you're still the pipeline. That's normal early on. It's expensive later.
- How many of last quarter's meetings came from your SDRs, and how many came from you, referrals or luck?Most teams can't answer this one. That's usually the first problem.
- What does a good week look like for one of your SDRs?If you can't describe it in numbers, neither can they. And people can't hit a target they can't see.
- How long does it take a new rep to book their first qualified meeting?And how do you know that's normal, and not just what you've got used to?
- When pipeline starts to slip, how many weeks pass before you notice?By the time it shows up in the forecast, the damage happened a month or two ago.
- If your board asked what will drive pipeline next quarter, would your answer be a plan or a hope?Boards can tell the difference. So can your team.
If two or three of these made you pause, that's worth a conversation. If none did, keep doing what you're doing. It's working.
Services
One person who can work across the whole revenue engine
I've run pipeline for an entire company, coached the people selling into it and fixed the systems underneath it. So you don't need to hire three different consultants and hope they agree. Use me for one piece, or let me join the pieces up.
- Market and vertical strategy
- ICP and TAM
- Segmentation
- Outbound and pipeline
- SDR coaching
- AE coaching
- Forecasting and board reporting
- RevOps and CRM
- Tech stack
- Commercial operations
- Hiring and onboarding
Fractional revenue leadership
Think of it as a line change. In hockey, players swap on and off every minute or so to keep fresh legs on the ice. I come on for a few shifts a month, before you're ready for a full-time CRO. I can lead your SDR or sales team directly, get it firing or grow it, then hand it over to a leader I've helped you hire.
Outbound engine build
Everything that sits underneath good pipeline. A clear ICP, an honest TAM, sharp segmentation, clean lists and messaging that has been tested rather than guessed. Then the team and the weekly rhythm to run it.
Pipeline diagnostic
A hard look at where your pipeline really comes from: targeting, messaging, hiring, ramp, cadence and the numbers behind them. You get a clear, prioritised list of what to fix first.
Sales team coaching
Hands-on coaching for the people doing the work. SDRs and their managers on ramp, outbound flow and the 10·10·30 Rule. AEs on discovery, qualification and moving enterprise deals forward. Leaders on pipeline reviews, forecasting and reporting to the board with confidence.
RevOps and commercial operations
The machinery behind the team. A CRM your leadership can trust, a tech stack without the overlap, clean routing and territories, and reporting that shows what's actually happening. I've done this in Salesforce and HubSpot, and it's the part of the job I enjoy most.
Hiring and team building
Hiring profiles, interview processes, onboarding and ramp plans for SDRs, AEs and sales leaders. I hire for drive over CVs, and I'll help you find the people who'll still be performing in two years.
The outbound engine
What world-class pipeline is built on
Most outbound problems aren't effort problems. Teams work hard on the wrong accounts, with the wrong message, and nobody can tell which part is broken. This is how I build it, piece by piece.
Who you should really sell to
Built from your closed-won and closed-lost deals, not a wish list. Who buys, who stays, who expands, and why. Then it's written down so marketing, sales and SDRs all target the same companies.
How big your market actually is
An honest, bottom-up count of the accounts and people who genuinely fit. It tells you whether your targets are realistic, and how long your market lasts at your current pace.
Who gets which message
Splitting the market into groups that share the same problem, so each one hears something that lands. Account tiers decide where your best reps spend their time.
Who to call this month
Clean, verified lists for every segment, plus the triggers and signals that make an account worth calling now rather than someday.
What actually works
Small, controlled tests by segment and message, measured with the 10·10·30 Rule. Keep what works, drop what doesn't, then scale the winners with confidence.
Who runs it every week
The hiring, ramp plans, coaching and weekly cadence that keep the engine running, with a scorecard leadership can trust.
Bring me in for the whole engine, or just the piece that's broken.
How it works
What happens when you get in touch
No 80-page decks and no hard sell. You'll know within the first conversation whether I can help, and so will I.
Intro call
Thirty minutes. You tell me where new business comes from today and what you need to hit. I'll tell you honestly whether I'm the right person, and if I'm not, who might be.
Diagnostic
A short, fixed-scope look at your targeting, team, process and numbers. You get a clear, prioritised plan, and it's yours to keep whether or not we carry on together.
Build and run
Fractional leadership or coaching, a few days a month. We set up the 10·10·30 scorecard, run the weekly rhythm with your team, and report progress to you and your board until it runs without me.
What working together feels like
Go in elbows up.
You and your team walk into the hard moments knowing someone has your back. The board meeting after a soft quarter. The forecast call. The account everyone says is impossible.
I back you with the data, so every plan and every pipeline number holds up when someone questions it. And I support your team on the floor, coaching managers and reps week by week until the new way of working sticks.
Whether I join you a few days a month as your fractional revenue leader or coach your sales development team, the goal is the same. You stop guessing, and you go into those rooms with confidence.
The method
The 10·10·30 Rule
Inspired by hockey. You can't control whether the puck goes in, but you can control how many good shots you take, and the team that outshoots the other usually wins. Sales development is the same. Every rep is measured on three numbers they control, and reps who hit all three book meetings consistently.
Conversations with the right person at the right company. Voicemails and gatekeepers don't count.
How many of those conversations turn into a qualified meeting.
When a rep's backlog grows, pipeline drops a few weeks later. This is where you see it first.
Track record
What I've built
Why Maple
Why I called it Maple
I'm Canadian, and the name is a nod to home. We're famous for saying sorry, often to people who bumped into us. I'll always be polite, but I won't apologise for telling you what's wrong with your pipeline.
Maples grow slowly and get through hard winters. Good pipeline should too: it should keep coming in when the market gets tough, and long after I've finished working with you.
- Expedia GroupField sales across BC, Alberta and the US west
- Traction on DemandFirst leadership role at a certified B Corp, SDR team 2 to 42
- SalesforceFull-cycle sales, post-acquisition
- American Express GBTStarted in Canada and the US, then a global SDR org of 70+ in 7 countries
- GlopalScale-up turnaround
- Valona IntelligenceGlobal business development, interim CRO scope
- Maple ConsultancyWorking with founders and leadership teams
About
Hi, I'm Matthew.
I've built sales development teams from scratch, and I've fixed ones that weren't working. Usually with a leadership team waiting on the numbers.
I started out in the field at Expedia, competing with Airbnb for holiday rental owners across the mountain regions of western Canada and the US, with accounts like Vail. I spent most of those years on the phone and on the road.
My first leadership role was at Traction on Demand, where I grew the sales development team from 2 people to 42 in about fifteen months. After the Salesforce acquisition I led full-cycle sales reps there, then ran a 70-person SDR organisation across seven countries for American Express Global Business Travel.
After that I moved to scale-ups. At Glopal I took a struggling scale-up back to startup mode. Albertans would call it a chinook, the warm winter wind that can melt a foot of snow in an afternoon. Once things started to change, they changed fast.
Most recently I ran global business development at Valona Intelligence, with interim CRO scope. I owned pipeline for the whole company and advised the CEO on which markets and verticals to go after. I designed our outbound approach for enterprise accounts, coached the sales team, and tightened up how we ran Salesforce and HubSpot so leadership could trust the numbers. That mix of strategy, coaching and commercial operations is where I do my best work.
I care more about drive than CVs. Some of the best reps I've managed were a former NHL player, a Canadian Olympian and a retired school teacher.
Before sales, I trained as a concert violinist at the University of Lethbridge in Alberta, including a stint studying in Hamburg. Practising for hours every day taught me most of what I believe about coaching. Small improvements, measured honestly, work better than motivation.
I'm a Canadian and British citizen and a permanent resident of Spain. I live in Madrid and I'm a dad of two, which is the job I care about most.
I share what I'm learning about pipeline, SDR leadership and the psychology of work on LinkedIn most weeks.
Follow on LinkedInQuestions
The things founders usually ask
How is this different from hiring a VP of Sales?
A full-time sales leader is a big, expensive hire, and a risky one if you make it too early. Fractional gives you senior experience a few days a month while you find out what you really need. When you're ready to hire, I'll help you find and onboard the right leader, and build out the team around them.
Do you do the outreach for us?
Not as a hired SDR. I lead from the front instead. As your fractional sales development leader I'll get stuck in alongside the team when it helps, show what good looks like on real calls, and grow the team until it performs without me.
Can you run our SDR or sales team for a while?
Yes. I can step in and lead your SDR org or sales team directly, either to get a struggling team firing or to grow one quickly. Once it's running well, I hand it over to a leader I've helped you hire, along with the playbook, the scorecard and a team that knows how to use them.
What happens when you leave?
A clean handover. You keep a leader who's been ramped properly, a documented playbook, the 10·10·30 scorecard and a team that has been running the weekly rhythm for months. The goal from day one is that you don't need me.
What size of company do you work with?
B2B SaaS companies, from founders still doing most of the selling themselves to scale-ups with an SDR team and a full executive team.
Which tools do you work with?
Mostly Salesforce and HubSpot, plus the tools that usually sit around them for data, sales engagement and calling. I'll help you get more from what you already pay for and cut what you don't use. The 10·10·30 Rule works in any CRM, so there's nothing new to buy to get started.
Where are you based?
Madrid. I work remotely with teams across Europe and North America, and I'm happy to get on a plane when being in the room makes a difference to you.
How much does it cost?
It depends on what you need, so I quote after our first call rather than before. As a guide, the diagnostic is a fixed price agreed up front. Fractional leadership and coaching are a monthly retainer, based on how many days a month you need me. Either way, you'll know the full cost before you commit to anything, and it will be a fraction of a full-time senior hire.
How do we get started?
Book a 30-minute intro call at a time that suits you. If it's not a fit, I'll say so straight away.
Contact
Not sure if it's a fit? Neither am I.
That's what the first call is for. Thirty minutes, no slides. Tell me where new business comes from today, what you need to hit this year and what's in the way. If I can't help, I'll tell you, and that's a useful answer too. I reply within one working day, and if you're in Madrid, the coffee is on me.