Forecasts you can trust. Pipeline you can govern.
Revenue operations is the function that joins up how a software business makes money — sales, marketing, customer success and finance on one data model, one set of stage definitions and one operating rhythm. We make your forecast defensible, your pipeline honest and your deals move, and we run it as a managed function so your leadership team can stop firefighting the numbers.
The problem
The gap between what a business earns and what it can see is where leakage lives. EY’s revenue-assurance work estimates organisations lose between 1% and 5% of revenue or EBITDA to leakage each year, and much of it begins upstream — in the pipeline and the quote — long before it reaches an invoice.
When deal stages mean different things to different reps, when the forecast is a spreadsheet reassembled every Friday, and when no one owns pipeline hygiene, the business is flying on instruments it does not trust.
A forecast that stops moving
A number that changes every Friday is not a forecast, it is an opinion. Forecasting, a deal desk and pipeline governance are what turn one into the other.
What Veridian does
Six pillars. You get senior judgement and managed delivery — not a queue of juniors working tickets.
Forecasting
A model your board can defend: stage-weighted, grounded in historical conversion maths, reviewed on a fixed cadence rather than reconstructed in a panic at quarter-end. Commit, best case and pipeline are separated, each category is defined, and a deal moves only on the evidence.
Deal desk
Pricing, approvals, structuring and governance, so non-standard deals get reviewed properly and standard ones move fast. Discount authority is defined and enforced, and every material deal carries a margin view.
Pipeline governance
Stage definitions with real entry and exit criteria, qualification discipline, a pipeline kept clear of zombie deals, and the review rhythm that keeps it honest. When “proposal sent” means the same thing for every rep, the forecast starts reflecting reality.
CRM, tech stack and data quality
We administer the CRM and the stack around it, fix the data model, and keep records clean at the point of entry — because a forecast built on incomplete CRM data is a forecast built on sand. Process first; only then does a tool have to earn its place.
Reporting and board packs
The weekly pipeline view, the monthly performance pack and the quarterly board material — automated where possible, consistent every time, and built to survive scrutiny from an investor or an acquirer.
Renewals and retention operations
The operational discipline behind net and gross revenue retention: renewal forecasting, at-risk signals, expansion triggers, and the cadence that catches churn before it lands rather than after.
Who it is for
Software companies, roughly £3m to £75m in revenue, where some of this is familiar: the forecast changes every week and nobody believes it; deals sit in “proposal” for a quarter and no one can say why; discounts get agreed in the corridor and margin quietly erodes; the CRM holds three versions of the truth and the board pack takes two days to assemble by hand.
It is also for PE-backed businesses that need reporting rigour and a revenue engine that holds up under board scrutiny and exit diligence — and for companies with no RevOps function at all, or a single overstretched hire who needs a system designed around them.
This is not a talent problem. It is an operating-system problem, and it is common: Gartner’s State of Sales Operations Survey found that only 45% of sales leaders and sellers have high confidence in their organisation’s forecasting accuracy. The rest are, in effect, guessing.
How engagement works
Three ways to work with us. Most clients start with one and move to another as they scale.
Fractional — set days a week, embedded
A senior RevOps operator inside your business on a fixed number of days each week, owning the pillars above alongside your leadership team. Right when you need senior direction and steady ownership but the workload does not yet justify a full-time head of RevOps.
Short-term contract — a defined build
A time-boxed project with a specific outcome: fix the forecast, rebuild the pipeline model, stand up a deal desk, or clean up the CRM and reporting layer. Typically a few weeks to a few months, with a clear definition of done and a handover so the work sticks.
Fully managed — we run it for you
For SMEs with no RevOps function and no plans to build one yet, we operate revenue operations as an outsourced department. You get the function without the headcount, and one senior operator accountable for the number.
The operating rhythm
A managed function is a cadence, not a retainer. Weekly: pipeline and forecast — coverage, movement, deal risk, hygiene. Monthly: the reporting pack and performance review — bookings, ARR, retention, forecast against actual, and one recommendation worth acting on. Quarterly: the retrospective, forecast-accuracy analysis, a stack review and the next quarter’s operating plan.
Why outsource rather than hire
The instinct is to post a job. The difficulty is that a first RevOps hire usually inherits a CRM nobody designed, and spends year one firefighting instead of building.
The cost comparison is stark. In the UK a Revenue Operations Manager averages £63,666 and a Head of Revenue Operations sits at a typical £98,987 to £162,035 (Glassdoor, self-reported) — before employer NI, pension, benefits and the three to six months before the person is productive. One hire is also one person: strong in one or two of strategy, systems, data and enablement, and stretched across the rest.
An outsourced senior operator gives you breadth across all of it from week one, at a predictable monthly cost. Scale it up during a build and down when things are stable, without a hiring process or a redundancy. When the function is eventually big enough to justify a permanent team, you hand over a system that already works.
The honest caveat: an outside partner is less embedded than an employee. We answer that with documentation, a fixed operating cadence and a handover plan, so you are never dependent on us to keep the lights on.
Why Veridian
We are operators. Our founder built and led a 65-person revenue function at The Access Group, spanning revenue operations, GTM operations and the GTM technology stack. That is not advisory experience; it is having run the machine at scale.
Weekly business reviews with teeth. He hosted the group’s weekly business reviews, measuring divisional MDs and GMs against their key metrics and holding each accountable for improvement. We bring that same discipline to your operating rhythm.
Retention built in. We built the operational discipline behind 120% net revenue retention and 90% gross revenue retention — driven by renewal and expansion process rather than luck. Against SaaS Capital’s 2025 benchmarks, where median net revenue retention is 106% and median gross is around 90%, the first is genuinely best-in-class and the second at or above the median.
AI deal management, first-hand. He was the lead visionary for an in-house proprietary AI deal-management system — real-time sentiment analysis, deal-velocity tracking, AI-generated forecasts, automated risk alerts and in-platform coaching. We know what modern revenue tooling can and cannot do, because we built it.
Senior judgement, not bodies. You work directly with the operator who has done this before. No bait-and-switch to a junior team after the pitch.
Start with a conversation.
Tell us what the commercial picture looks like and we will tell you, honestly, whether and how we can help.