IAG redesigns the revenue engine of PE-backed B2B companies. We establish what your data can genuinely support, build the targeting, capacity model, and outbound organization on that foundation, and transfer a working system to your team.
Most commercial organizations cannot say with confidence which accounts to pursue, at what deal size, or why revenue arrives in the pattern it does. In that vacuum, targeting defaults to judgment.
The reflexive response is to add tooling and increase outbound volume. Activity climbs, pipeline does not, and the technology is blamed for a foundation that was never built.
The greater risk is analytical. A scoring or capacity model built on unreliable data does not fail visibly. It returns confident, plausible answers with no indication that its inputs could not support them. We establish the foundation before anything is built on it.
Six phases, executed in sequence. The scope of each is determined by what the preceding phase reveals.
A rigorous grading of what your data can support across capture, identity, completeness, and consistency, resolving into a sized remediation plan before further investment is committed.
Deduplication, normalization, and account hierarchy, with a governance layer that prevents decay. Timed to inform major system decisions, such as a CRM consolidation, rather than follow them.
We index the full addressable market, not only current customers, and resolve it to canonical accounts. A single receptivity model scores every account, so launch segments are chosen where buying propensity concentrates, not by assumption.
The scored market becomes the physics of the business: territories sized to real penetration potential, with goals and quotas derived from achievable math rather than inherited averages.
The outbound motion and the function that runs it: sequencing and messaging calibrated to how each buyer actually buys, and the leadership, roles, compensation, and enablement behind it.
We take the system live, operate it through its first cycles to prove and tune it, then transfer it to a trained internal owner with the models, dashboards, and refresh cadence fully documented.
Only the assessment is priced firm. Everything that follows is scoped against its findings. We would rather revise downward on evidence than commit to a number we cannot defend.
Every territory, goal, and quota we design traces back to this line, using your numbers. If a target can't be explained by it, it's a hope, not a plan.
PI led this redesign at a $300M information services company with a 700-person sales organization.
PE-backed B2B SaaS and information services companies, typically $50M to $250M in revenue. Often this is the stage where growth stalls because sales and revenue operations capability never got built.
We work directly with portfolio company leadership and their PE operating partners. The engagement is not an indefinite advisory relationship. We build, operate long enough to prove it works, and transfer it.
Paul Ironside (PI), Founder and Managing Partner
Twenty-five years leading commercial organizations, including a $550M business unit and 600-person team at CEB (now Gartner). CRO at Parature, where revenue doubled ahead of its acquisition by Microsoft. Founded CommercialTribe, a venture-backed workforce intelligence platform that raised $14M and scaled past 50,000 users. Most recently led the commercial redesign described above as Head of New Member Acquisition.
Each engagement is staffed with senior GTM engineers and operators drawn from a bench PI has built and worked with directly.
Tell us where growth is stuck. If an assessment makes sense, we'll say so. If it doesn't, we'll say that too.