When the system and the people
speak the same language.
Every engagement closes the gap between RevOps and Enablement. Here's what happens when the connection is made.
From 9.5-month ramp to 4.2 months — same hiring profile, same CRM
The Problem
A fast-growing DevOps platform was hiring 8–12 AEs per quarter but watching new reps take nearly 10 months to hit full quota — despite a fully configured CRM and a mature RevOps function. Sales leadership blamed hiring quality. The data told a different story: the CRM was built, but reps couldn't use it to navigate deals. Onboarding was a 3-day product dump disconnected from the sales process the system was designed to support. The RevOps team and the enablement function were operating in parallel universes.
The Intervention
We deployed a 90-day engagement: diagnosed the disconnects between the CRM architecture and how reps were actually being trained, redesigned the 30/60/90 onboarding to map directly to deal stages, built a certification framework that tested reps on using the system to sell (not just product knowledge), and installed a manager coaching cadence that made frontline leaders accountable for the system-people connection — not just quota.
The Outcome
Within two quarters, average ramp time dropped from 9.5 months to 4.2 months. First-year quota attainment rose from 38% to 71%. The company estimates the intervention recovered $3.8M in revenue that would have been lost to slow ramp.
Revenue per rep increased 34% — same team, same tools
The Problem
A FinTech platform had grown from 15 to 48 reps in 18 months. Revenue grew, but revenue per rep declined 22%. The board was questioning sales efficiency. The CRM was well-configured. The enablement team was building content. But the two were completely disconnected: reps couldn't find the right content at the right deal stage, and the CRM offered no guidance on what to use when. Marketing blamed sales. Sales blamed product. Nobody was looking at the gap.
The Intervention
Our Revenue Leak Diagnostic revealed three critical disconnects: no structured competitive intelligence infrastructure (reps were freelancing against 4 key competitors with no system support), content unaligned to the deal stages the CRM tracked, and a complete disconnect between what Marketing produced and what Sales could actually find and use. We built the connective tissue — mapping content to deal stages, embedding competitive intelligence into the CRM workflow, and designing the handoffs between Marketing production and Sales execution.
The Outcome
Within one quarter, win rate on competitive deals jumped from 28% to 44%. Revenue per rep increased 34% over two quarters. Marketing-produced content usage went from 12% to 67%. The CRO called it "the highest-ROI investment we made all year."
Revenue architecture unified across 4 product lines and 200+ sellers
The Problem
After two acquisitions, this cybersecurity company had 4 product lines, 200+ sellers, 3 different CRMs, and zero connection between how the systems were configured and how sellers were trained. Each business unit ran its own onboarding, created its own content, and measured success differently. Cross-sell was near zero — not because sellers couldn't sell the portfolio, but because the systems, content, and training were siloed by BU. The CEO wanted a unified go-to-market within 6 months.
The Intervention
We embedded as Fractional Head of Revenue Strategy for 9 months. Built the connective tissue between RevOps and Enablement across all BUs: standardized onboarding mapped to a unified CRM architecture, created a shared competitive intelligence infrastructure, designed a cross-sell system that connected product data to seller workflow, and stood up a measurement framework that gave the board visibility into revenue system health for the first time.
The Outcome
Cross-sell revenue went from $800K to $4.2M in the first year. Average ramp time standardized at 5.5 months (down from 7–13 months depending on BU). The company hired its first full-time Head of Revenue Strategy, and we managed the transition seamlessly. They've since called it "the most important operational decision of the integration."
"We'd tried two enablement platforms, a RevOps consultant, and a sales training firm before Orenda. None of them addressed the actual problem — the gap between them. Orenda was the first to diagnose the disconnect and connect the dots. Our Q3 was the best in company history."
"I've never seen someone quantify the cost of the RevOps-Enablement disconnect so clearly. The revenue leak diagnostic alone justified the entire engagement. Everything after that was pure upside — and we finally have a system our reps actually use to sell."
"Orenda operated like an executive, not a consultant. They understood our board dynamics, our investor pressure, and our operational reality. That context made the recommendations actionable, not theoretical."