Go-to-Market & AI Strategy and Operations

Built in sales.Focused onrevenueperformance.

Experience spans

  • Selling & team leadership
  • Product marketing
  • Seller development
  • Revenue systems
  • Go-to-market strategy
  • AI operations & workflows

I use revenue data, customer conversations and market research to find performance gaps, set priorities and lead the changes that help teams sell and operate more effectively.

Explore portfolioGet in touch

Sales Outbound & Intelligence Operating System · reconstruction

Open the case →

Where should a seller or manager focus, what information is missing, and who owns the next step?Give sellers enough account context to choose a useful next action, and make ownership clear when that action passes between Sales, Marketing Operations and technical teams.

  1. Main · A→B→C→D
  2. Branch · B→E
  3. Branch · B→F
  1. A · Connect account context — Design. Claudio: requirements and sales-side design. Leads to B (define the operating need).
  2. B · Define operating workflows — Design + field. Claudio. Leads to C (intelligence workstream); E (separate inbound workstream); F (separate design workstream).
  3. C · Intelligence & command center — Used in field. Claudio: requirements and field execution; Data and Engineering: production implementation. Leads to D (used by the field).
  4. D · Seller & leader use — Used in field. Sales and sales leadership.
  5. E · Inbound to Marketing Ops — Transferred to Marketing Ops. Claudio: transfer; Marketing Operations: live operation.
  6. F · Outbound workflow design — Design only. Claudio.

Go-to-Market & AI Strategy and OperationsRevenue systems · Enablement · Seller performance

Explore the workflow · all steps, branches & owners
  1. A · Connect account context — Design. Claudio: requirements and sales-side design. Leads to B (define the operating need).
  2. B · Define operating workflows — Design + field. Claudio. Leads to C (intelligence workstream); E (separate inbound workstream); F (separate design workstream).
  3. C · Intelligence & command center — Used in field. Claudio: requirements and field execution; Data and Engineering: production implementation. Leads to D (used by the field).
  4. D · Seller & leader use — Used in field. Sales and sales leadership.
  5. E · Inbound to Marketing Ops — Transferred to Marketing Ops. Claudio: transfer; Marketing Operations: live operation.
  6. F · Outbound workflow design — Design only. Claudio.

Used in fieldDesign + field / transferredDesign

Open the case: Sales Outbound & Intelligence Operating System →

02 · Commercial proof

2× President’s Club

Sales performance (2024) and enablement impact (2025).

Source cases
Sales & Business DevelopmentSales & Product Enablement

$6.1M+

Cross-sell and upsell value

Across 14 expansion opportunities I personally sourced.

Source case
Sales & Business Development

Hands-on across sales, enablement
and the systems behind them.

  1. 01Selling & team leadership

    Sales & Business DevelopmentDelivered sales and team leadershipView case

  2. 02Buyer & competitive intelligence

    AI Competitive Intelligence & Sales ActivationLive seller guidance and assistanceView case

  3. 03Seller development

    Sales & Product EnablementDelivered programs and field resourcesView case

  4. 04Revenue systems

    Revenue Systems & AI TransformationCompleted migration and adoption workView case

  5. 05Go-to-market strategy

    Mobile Product GTM & MonetizationTwo launched products; part-time advisoryView case

  6. 06AI operations & workflows

    Sales Outbound & Intelligence Operating SystemLive intelligence and inbound follow-up; outbound designView case

03 · Selected work

Portfolio

Selected work across sales, competitive intelligence, product launches, enablement and revenue systems.

All nine cases. Expand a summary or open a case for the decision, my contribution and the work.

Featured case · AI Competitive Intelligence & Sales Activation

AI Competitive Intelligence & Sales Activation: Why not just build it ourselves?

Buyers were weighing general-purpose AI against specialized legal workflows. Sellers needed an answer they could defend.

  • Buyer questionCouldn’t a general-purpose model do this?
  • Call themeWho maintains it after the pilot?
  • Buyer questionWhere does our data go, and who can see it?
  • Public researchGeneral tools versus specialized legal workflows
  • Call themeWhat does review look like before anything is used?
  • Field questionHow do I explain the real cost of building it?
  • Buyer questionWho owns the integrations when something breaks?
  • Competitive claimChecked against documentation before use
  • Competitor sheetForty-row feature comparison
  • Benchmark claimOur model scores higher

Features didn’t settle
the comparison.

Buyers needed to understand what they would have to build, maintain and govern.

What a demo shows

What the buyer has to run

  • 01Build vs buyIntegrations, review, implementation
  • 02GovernanceAccess, retention, audit, human review
  • 03Operational effortOwnership and upkeep after the pilot
Seller guideGeneralized AI vs specialized legal workflows
Field use

Build vs buy

Ask

What workflow needs to run, and who will own it after the pilot?

Compare

Compare the complete workflow: required integrations, review steps, implementation effort and ongoing maintenance. Make the assumptions about internal time and capability explicit.

Next step

Map one priority workflow with the buyer. Agree what a useful pilot must demonstrate and which costs and responsibilities belong in the comparison.

Governance

Ask

What information, access permissions and review requirements apply to this workflow?

Compare

Check approved information sources, access controls, retention requirements, audit needs and human review against the buyer’s own policies. Validate claims with relevant documentation.

Next step

Bring the appropriate security, legal or operations owner into the evaluation. Record the requirement and the evidence needed to assess it.

Operational effort

Ask

Who will maintain the integrations, source quality and evaluation process after rollout?

Compare

Consider ongoing ownership, quality checks, workflow updates, exception handling and user support. Separate a product capability from the customer resources required to operate it.

Next step

Create a shared responsibility map and define pilot success measures. Confirm who investigates failures and how the team will review continued value.

Product Marketing review before field useIllustrative reconstruction · no company or customer data

Put to work in the field

Reviewed guidance reached sellers through training, a quick-lookup tool I built and in-call support delivered with partners. Product Marketing kept final content approval.

My work: Led research, positioning and sales activation; built quick lookup and helped deliver in-call assistance.

Read the case

Paraphrased themes from competitive research and AI-assisted call analysis · illustrative · no company or customer data

02 · Commercial leadership

Sales & Business Development

My work: Full-cycle services sales, enterprise prospecting, B2B subscription sales and team leadership.

Delivered sales and team leadership

At a glance

The decision

What does this buyer need to understand, and what is the right next commercial step?

What changed

Earned President’s Club for sales performance. Personally sourced 14 cross-sell and upsell opportunities; one Account Director closed them for $6.1M+ in aggregate value. Built segmentation, persona messaging and discovery approaches that later informed formal enablement.

03 · Seller performance

Sales & Product Enablement

My work: Sales approaches, product positioning, readiness, coaching and manager reinforcement.

Delivered programs and field resources

At a glance

The decision

What must a seller know and demonstrate before moving into the next stage of customer-facing work?

What changed

The redesigned BDR program reached observed completion in about 4.5 weeks against the previous eight-week schedule. Time to first meeting moved from 52.8 to under 35 days during the redesign. The ongoing system connected product guidance, approved approaches, live practice, certification and manager reinforcement.

04 · Systems & change

Revenue Systems & AI Transformation

My work: Business requirements, platform evaluation, migration, rollout and AI adoption.

Completed migration and adoption work

At a glance

The decision

Which operating approach meets seller needs, and what must be in place for a successful transition?

What changed

Completed core migration and seller onboarding after a shared platform selection. Related work brought reusable AI skills into live use and supported adoption through office hours, training, champions and field feedback.

05 · Sales intelligence & AI

Sales Outbound & Intelligence Operating System

My work: Operating design, requirements, field execution and adoption.

Live intelligence and inbound follow-up; outbound design

At a glance

The decision

Where should a seller or manager focus, what information is missing, and who owns the next step?

What changed

Sales and sales leadership used the account-intelligence and command-center components. I transferred the live inbound follow-up operation to Marketing Operations and developed the broader outbound workflow design.

06 · Performance & decisions

Revenue Reporting & Decision Support

My work: QBR reporting, interpretation, validation and reconciliation.

Delivered reporting; forecast validation and handoff

At a glance

The decision

What changed, what might explain it, and where should leaders investigate or intervene?

What changed

Delivered QBR and performance reporting for Growth AEs and Account Directors, connecting performance patterns with questions for management. Separate forecast-support work covered validation, reconciliation and a documented handoff.

07 · Product & go-to-market

Mobile Product GTM & Monetization

My work: GTM strategy, acquisition, monetization, product requirements and direct customer selling.

Two launched products; part-time advisory

At a glance

The decision

Which product, message, customer journey and commercial model fit the intended buyer?

What changed

Contributed to two product launches, shaped acquisition and monetization work, and aligned stakeholders on a subscription model for one product. Delivered product requirements, UX and messaging foundations, coordinated developer handoff, and sold B2B subscriptions directly.

08 · Market intelligence

Market Signal Monitoring & Seller Alerts

My work: Source collection, relevance matching, routing and delivery.

Live seller alerts

At a glance

The decision

Does this update warrant account review, and which seller should receive it?

What changed

Delivered a live news-to-Slack workflow that routes account-relevant information to sellers.

09 · AI content workflows

AI Content Engine

My work: Briefing, workflow development, quality review and correction.

Independent workflow in development

At a glance

The decision

Does the artifact meet the audience, evidence and communication requirements?

What changed

Produced strategy and design artifacts while developing a repeatable workflow for briefing, creation, critique and revision.

Work is presented through general descriptions and reconstructed examples. Company and customer details are omitted.

04 · How I work

Diagnose the revenue engine. Then lead the response.

I start with the performance question, test the explanation against field evidence, and choose the response before choosing the tool.

My approach to a revenue-performance investigation.

01

Find the change

Where did performance change—and when?

Review revenue, pipeline, closed-won and closed-lost opportunities, conversion and account trends. Compare periods and segment by product, market and sales motion.

Revenue and pipeline trendsClosed-won / closed-lostNew business, expansion and retention

Output: A defined performance question and a baseline.

02

Test the explanation

What evidence explains the change?

Connect the data with Gong conversations, customer feedback, product and account health, market conditions, product releases and changes in the team. Test competing explanations before treating a pattern as a cause.

Call and customer evidenceAccount and product healthMarket, product and team changes

Output: A working hypothesis supported by several sources.

03

Choose the response

What needs to change first?

Identify whether the gap sits in positioning, seller skills, account coordination, customer experience, process or systems. Set priorities, owners and success measures with the teams responsible.

Business impactConfidence in the diagnosisEffort and operating constraints

Output: A focused plan with owners and measures.

04

Lead the change

How will teams put the change into practice?

Align the stakeholders, establish the new approach, run practical workshops and equip managers to reinforce it. Coordinate the content, process and technology work through rollout and handoff.

Kickoff and practical trainingManager reinforcementWorkflow and system delivery

Output: A change people can use in their daily work.

05

Measure and adjust

Is adoption translating into better performance?

Review usage, manager feedback and the relevant commercial measures against the baseline. Investigate uneven results, refine the approach and keep ownership clear.

Adoption and usageCommercial performanceSeller and manager feedback

Output: Evidence for the next decision.

05 · Career journey

Sales is the throughline.

My work has expanded from selling and leading teams into product marketing, enablement, revenue systems and AI operations. Each step adds another view of how revenue is created.

I’ve prospected, led discovery, built proposals, negotiated and closed agency-services business. I’ve also sourced enterprise SaaS opportunities, sold B2B subscriptions and led business-development teams.

Explore my sales experience
Jul 2018–Feb 2020

Sales & business development leadership

Sold services through close; led a six-person team.

Brand Partnerships & Business Development Lead · Agency services

Sold services from discovery through negotiation and close. Led a six-person business-development team, owning pipeline and revenue targets and reporting to the CEO.

Mar 2020–Dec 2021

Product marketing & growth

Connect customer needs with positioning and growth.

Product Marketing & Growth Manager · Consumer business

Managed a two-person team across customer research, positioning, website messaging, acquisition, lifecycle and conversion work.

Jan 2022–Oct 2024

Enterprise sales & account development

Develop complex accounts and enterprise opportunities.

Senior Associate, Business Development · Enterprise software

Worked inbound and outbound prospecting, discovery and account qualification. Built account-expansion sequences, buyer personas and objection guidance. Earned President’s Club for sales performance.

Nov 2024–Dec 2025

Sales & product enablement

Turn field experience into repeatable seller capability.

GTM Enablement Manager (promoted from Senior Specialist) · Enterprise software

Managed an Enablement Specialist and led product positioning, sales approaches, onboarding, certification, coaching and manager reinforcement. Earned President’s Club for enablement impact.

Jan–Oct 2026

Revenue systems & AI operations

Connect people, insight and systems to operating change.

Senior Revenue Systems & AI Operations Manager · Enterprise software

Connected seller needs and business priorities with reporting, application roadmaps, account intelligence, AI workflows and operating change.

Apr 2023–Mar 2026

Product GTM advisory

Part-time, alongside the core roles.

Advisor, GTM & Growth (Part-Time)

Contributed to two mobile-product launches across GTM, acquisition, monetization, product requirements, UX and developer coordination. Conducted demos and sold B2B subscriptions.

President’s Club — Sales and Enablement · Certified Scrum Product Owner (CSPO)

Contact

Let’s talk about revenue performance.

For conversations about go-to-market strategy, AI operations, product marketing, sales enablement or commercial leadership, email me or connect on LinkedIn.

craversajr@gmail.com Connect on LinkedIn