A UK-based, operator-led GTM advisory firm
Paul Price, Partner at Veridian Revenue Partners, spent fifteen years in business software, the last nine of them running the kind of engine he now helps other businesses build: expansion sales, contract governance, retention, forecasting, and the weekly rhythm that holds a revenue organisation to its number. The person you meet first is the person doing the work.
Paul Price’s operator background includes serving as VP of Revenue Excellence at a PE-backed UK business software group with 20 operating companies and c.£1.6bn of ARR.
Two engines. Most advisers know one.
Every software business runs two revenue engines. One wins new customers: demand, pipeline, qualification, the deal desk, the forecast. The other keeps and grows the customers you already have: renewals, retention, uplifts, usage, the contract book.
Most advisers are good at one. Paul has run both, at scale, with a number attached.
We don't look for one big fix. We look for the point of win rate, the week off the sales cycle, the uplift applied at renewal, the renewal started six months out instead of six weeks. Then we put the operating rhythm in place that makes each one stick. Small gains, compounding. Revenue that grows faster than headcount.
How Paul works
Diagnosis is the job. Everything else is a deck. The first thing he does in any business is find where the shortfall actually sits, in pounds, by cause. Not the CRM's version. Capacity, pipeline, the base, the contract book. People who have worked with him describe the same thing: he gets to the root cause fast and comes back with three or four things that matter, not twenty that don't.
He works alongside your leaders, not instead of them. Twice in his career he has taken a function that didn't exist and turned it into a team that could hold its own commercially, negotiate properly and back it up with numbers. The second time it reached 45 people. Where you have a capable sales leader, he works alongside them to put the rhythm in place, and they keep the chair. Where you need a CRO but aren't ready to hire one, he does the job one or two days a week, builds the engine and defines the role, then helps you hire into it.
He has carried the number. President's Club as a seller. A quota-carrying team of 20. Group accountability for a £240m plan. He knows what a Thursday in the last week of the quarter feels like, and it changes how he talks to sellers and how he reads a forecast.
He is early with the tools, and practical about them. He led the in-house build of an AI deal-management system before it was fashionable: velocity alerts, next-step recommendations, call sentiment, forecast dates suggested from the data. The people around him benefited directly from that adoption. He doesn't sell the technology; he uses it to find the money faster.
Implemented, not taught. Veridian Revenue Partners doesn't sell courses or leave a methodology in a binder. The forecast method, the deal desk, the renewal process and the board pack get put in place, run until they hold, and handed over working.
The record, briefly
Nine years inside a PE-backed UK business software group with 20 operating companies and about £1.6bn of ARR. He joined as an account manager and made President's Club in nine months. In July 2017 he founded the group's commercial contracts function as a team of one; it became the group's main engine for growth from existing customers, booking £142.7m against £123.7m of target over nine consecutive years above plan. As Commercial Director he relaunched the retention programme as TrueSight, which delivered 120% net and 90% gross revenue retention across roughly £375m of engaged ARR. As VP Revenue Excellence he held group accountability for a £240m plan across 20 operating companies and more than 1,000 sellers, ran the group weekly business review and the group deal desk, led 65 people across revenue operations and the GTM technology stack, and was the person sent into operating companies that had fallen behind plan.
Before that: enterprise account management at OneAdvanced across payroll, HR and finance software, and new-business sales at Moorepay, closing 20 to 25 deals a month through bank referral partnerships.
The full record, and the argument for choosing a partner-led firm over a global one, is on the track record page.
What people who worked with him say
When I needed to diagnose what was going wrong, whether in pipeline, performance, or strategy, Paul was the person I'd go to. He gets to the root cause fast and works collaboratively on solutions rather than just pointing at the issue.
He doesn't just flag a problem, he diagnoses it properly and comes back with a clear, practical set of recommendations. Above all, Paul gets things done.
What stood out to me wasn't just his own commercial ability, sharp as it was, but what he built around him. He took a function that didn't exist and turned it into a genuinely high-performing team, people who could hold their own commercially, negotiate properly, and back it up with the numbers.
What stood out was his constant drive to use his knowledge (and every lever available) to push for better business outcomes, particularly through his early adoption of AI and agentic tools to sharpen customer insight and turn it into action.
He understands contract value, renewal risk, and expansion opportunity in a way that went well beyond typical account management. He always had a genuine eye for where the commercial upside was in an account.
What that means in your business
There is no junior team, so there is no handover to one. The partner you meet in the first conversation is the one in your deal reviews in week six and writing the board page in week twelve. We take on a small number of engagements at a time, because you're paying for attention. If the problem needs forty people in six countries, Veridian Revenue Partners is the wrong choice and will say so.
Veridian Revenue Partners is based in Milton Keynes and works with software businesses from £5m to £500m ARR across the UK and Europe.
Start with the number.
Tell us where the plan is and where the board pack is. Ten minutes is usually enough to say whether the gap is where you think it is. If it isn't the right fit, you'll hear that first.