Sales, marketing, customer success, support, operations, hiring, the board conversation. Every one of them takes its tempo from whether revenue is predictable. Get that right and the rest of the company gets easier to run.
The work itself is unglamorous. Write the motion down, run it, measure it, revise it when the data says to, then do it again next quarter. Companies that compound do that. Companies that keep restarting do not.
And the real variable is never the playbook. It is whether the people running it are getting sharper together or just busier. Hiring good people is the start. Making them better than the sum of them is the actual work, and the part most companies never reach.
Built for Seed to Series B founders doing $500K to $30M a year: moving off founder-led selling, building partnerships, tightening go-to-market across sales, marketing, customer success, support and operations, or getting ready for a raise or an exit.
No form-filling theatre, just a few boxes. Preston reads every one of these and comes back to you personally.
Or book thirty minutesNo pitch on that call. If you would rather just text, 917-734-1369 reaches Preston directly.
First-party, counted across twenty-five years of operating roles, angel investments and accelerator mentorship. Not an industry average and not a projection. Companies I have operated inside, advised or invested in have raised more than $2B between them. Happy to walk through any of it on a call.
CEO, COO, and CRO among the chairs held over twenty-five years. SVP, Brand Solutions at Yelp through the run from $2M to $700M in revenue and 80 people to 4,000, where I grew display revenue 2000% from a standing start. SVP and first US hire at 7shifts. Helped launch the new search advertising sales process at Yahoo! and ran digital advertising GTM across the IAC portfolio. Angel investor or advisor in TaskRabbit, Circle, Liquid Death, Clair, and more. Author of Founders Help Line and Kid Confidence.
Preston played a huge role in getting Slate off the ground. Simply put, Preston made that key early stage hard stuff feel a lot easier.Will Brooke, client
Preston brought a level of strategic clarity that was invaluable to Franki. More than just a strategist, he acted as a mentor, challenging our thinking and helping us sharpen our focus.Eugene Varricchio, CEO, Franki
Fifteen more, named and dated, going back to 2007 →
Nothing written down, no shared definition of a qualified deal, no cadence that survives a bad month. A new leader inherits all of it, and ninety days later the same problems are back with a bigger payroll.
The playbooks I used to build revenue functions from pre-revenue through $700M. You get me, and when the problem runs past what I do best, someone I would hand my own company to. Nobody gets passed to a junior team, because there isn't one.
The motion itself, built so it survives you.
Pre-seed through Series C, from the story to the signature.
The biggest variable in the whole system, and the one least often worked on.
The same five-step sequence every time: document it, run it, measure it, revise it when the data disagrees with you, and keep going. Every playbook assumes AI does the repeatable work, so a three-person team runs the volume that used to take eight.
A system rather than a personality, which is the point. Step four ends in certification against a written rubric, so someone other than the builder can keep it running. Eight engagements, and what came out of each →
Three lenses do the diagnosing. FAST scores go-to-market health across five pillars, the 5 P's sets the order of repair, and C-P-S tests whether you are selling the right thing to the right buyer.
Twenty-five years building revenue functions, pre-revenue through $700M, on your side of the table from the first call. It opens a network of 30,000+ operators, executives and investors, counted as verified first-degree LinkedIn connections across me and the bench.
Clearest fit: Seed to Series B, $500K to $30M a year, moving off founder-led selling, building partnerships, or getting ready for a raise or an exit. Three ways in, plus one for when you are not sure.
A dedicated line to someone who has run the company you are running. Send what is in front of you, when it is in front of you, and get a straight answer from someone who has made the decision before.
What is actually happening in your go-to-market, measured against companies at your stage, and then the thing your team runs after. Weekly working sessions, a dedicated project manager, and a documented motion that exists on paper rather than in somebody's head.
Everything in Growth Partner, plus the people to execute it. A fractional CRO, CMO, customer success or US market lead owning the number, with a project manager and a working seller alongside. Not an advisor with opinions. They write the playbook, sit in the deals, hire the people who take it over, and leave. What a fractional CRO actually does →
Engagements run $2,500 to $25,000 a month, depending on your stage and how active the work is. Real ranges from real engagements, not a rate card. Dealroom access, the advisor bench and network introductions are in all three. See what each tier has produced →
After the first conversation we decide who leads the work, and it is not always me. If what stands between you and the next milestone is pricing, or onboarding, or a market somebody on the bench has lived in for a decade, you are better off with them. You meet whoever it is before anything is signed, and I stay on either way.
Run the FAST assessment yourself, free, and you will know which of these you need before you ever speak to me. Nothing is stored and no email is required to see your result.
Every playbook, model, scorecard and document produced during an engagement is yours to keep and keep running, which is the entire point of writing it down. Net 15, and above $50M in revenue there is a Scale-Up track.
I run the first conversation on every engagement and I stay on it. If someone here fits the work better, you meet them before anything is signed. That is why there are four names on this page instead of forty.
Twenty-plus senior operators I bring in when the problem in front of you is not a go-to-market problem. People I have worked alongside directly, not a directory. Included at no cost for Operating Partner clients, and reachable from any engagement.
When the thing blocking revenue is your onboarding flow, your data model, or your cap table, you should not have to go find someone.
We're already talking to an agency.
Good, you should. An agency runs the motion for you and leaves with it. This builds the motion into your team and certifies them on it. Then you choose.
We just need more leads.
If I doubled your leads tomorrow, what happens to them? That question usually answers itself in one sentence, and the answer is almost never a lead problem.
That's more than we budgeted.
Then start lighter. There is a reason there are three shapes rather than one price. I would rather move you to a smaller engagement than cut a number, because a discount teaches every future client what my real price is.
We're not ready.
Maybe not. I tell founders that regularly and point them somewhere better, and it costs you thirty minutes to find out which one you are.
Built from the frameworks in Founders Help Line and used in the first two weeks of a paid engagement. No email required to see your result.
Ask three people on your team who you can sell to tomorrow with 8/10 confidence. If the answers do not match, that is the first thing to fix.
Put a number on the revenue-leader decision. What the wrong hire costs, and whether the motion is ready for someone to run.
Eight questions on whether the business could survive diligence today, and whether it runs without you in the room.
Founders Help Line started as an open door, and that part has not changed. The community is a curated Slack of founders, operators and experts, and it is free. You apply, I read it, and if you are building something real you are in.
No selling in the channels, no recruiters lurking, no growth hacking. People who break that are removed, which is the only reason it stays worth reading.
Free. Three boxes. I read every one.
If it is not a fit right now I will tell you that, and why.
Twenty-five years distilled into five operating principles for founders under pressure. Not theory. What I learned sitting in the chair, making the calls, and living the consequences.
Tell me what is actually happening in your go-to-market. I read every one myself and come back to you personally, as soon as I can. If I am not the right help, I will tell you that and point you somewhere better.