We build your board and management pack from your own CRM and finance data, tie it to your finance numbers before anybody sees it, and read it out to your leadership. Around that we run, lead or extend your revenue operations: the forecast, the deal desk, the GTM meetings and the reporting your team needs in between.
Services and fees are tailored to your business. Build your Revenue Office on this page for an estimate in two minutes.
In most software businesses between £3m and £30m ARR, the board pack is assembled by whoever is closest to the CRM, in the two days before the meeting. The pipeline is a list of deals nobody has closed as lost. The forecast is the commit call with a decimal point. When the board asks why the quarter missed, the answer arrives a month later, from the person who built the forecast.
That is not a reporting problem. It is an accountability gap: nobody senior is answerable for whether the revenue numbers are true, and nobody independent is checking them.
EY puts revenue leakage at 1 to 5% of EBITDA. For a £20m business running at 25% margin, that's £50k to £250k a year walking out of the door. Before you count the deals lost to a forecast nobody believed.
| What most companies believe | What is true |
|---|---|
| We need to hire a RevOps team before our numbers are board-ready. | You need the numbers tied to finance and reviewed by somebody senior. That is a process, and it can start next month. |
| Our pipeline coverage is 3x, so next quarter is safe. | Coverage built on win rate counts every deal nobody has closed down. Coverage built on your own conversion by stage, measured from history, is usually much lower and much closer to what happens. |
| A better dashboard will fix the forecast. | The forecast improves when somebody measures it against what happened, every month, and changes the process. A dashboard displays the miss. |
| Deal desks are for enterprise sales teams. | Every unapproved discount at £5m ARR becomes a renewal problem at £15m. The cheapest time to put guardrails in is before you need them. |
Usually £3m to £15m ARR, somewhere between 5 and 15 reps. The founder or sales leader is still holding the pipeline together, and the board is asking questions the CRM can't answer. We run revenue operations for you, end to end, from the board pack to the weekly forecast call.
Your team knows the systems; what's missing is someone who has seen what good looks like at the next stage. We lead your team, set its priorities and own the board readout.
Every week goes on recurring reports and one-off requests, and the work they were hired to do waits. We add reporting capacity working to your leader's priorities, with the board pack and a senior review included.
A new CRO, a new owner, an acquisition, or a forecast the board has stopped trusting. A fixed-fee, eight-week Reset: a diagnostic, a design you can act on and your first tied board pack, then a monthly package.
Board and management pack, tied to finance. Built from your CRM and finance data every month, and reconciled to your finance team's control totals before anybody sees it. A pack that does not tie is not sent. Every figure is traceable in an Excel backup, and a data quality report tells your team what to fix. In every package.
Independent review and readout. A senior review of every pack before it is issued: is each headline true, what caused the variance, what is being done, and who owns it. A monthly readout to your CEO and CFO, and the GTM section of your quarterly board meeting. In every package.
Ad hoc reporting. The questions that arrive between packs, answered from the same tied data. Three working days as standard, one for a board-urgent request.
Forecast process and improvement. Coverage calculated from your own conversion by stage, a weekly forecast call, and accuracy measured against the outcome every month, so your board knows which method has the better record for your business.
Deal desk. Discount and approval matrix, non-standard terms policy and a weekly deal review, implemented in your first 90 days. We review and recommend; your named people approve.
GTM meeting support. Pipeline reviews, forecast calls, quarterly business reviews and planning: the agenda, the data pack, facilitation where you want it, and an actions log carried from meeting to meeting.
Leadership of your RevOps team. For a team without a senior leader: priorities, one-to-ones and help hiring.
Connected hardware businesses get a harder version of every problem above. The device sale lives in the ERP, the subscription in the billing platform, and usage in a script someone in engineering wrote two years ago. Every handoff is a gap.
The usual ones: subscriptions that start on the invoice date when the device hasn't been switched on, so the customer pays for nothing and leaves. Usage above the plan that never gets billed because nobody checks telemetry against the contract. Hardware, subscription and usage revenue recognised on the wrong basis.
Your devices already record exactly what every customer uses. We connect that data to the commercial relationship, so it starts paying for itself.
Every business you buy arrives with its own comp plan, its own stage definitions and its own idea of what "committed" means. We put them on one forecast, one set of definitions and one board pack, so the group reports a single number and you can compare one sales team with another on equal terms.
Every month
What we hold ourselves to
Choose the parts that fit your business, then share your contact details to see a fee estimate straight away. We tailor the final scope and fee with you on a 45-minute call.
Sometimes, yes. Most experienced operators put the first full-time RevOps hire somewhere between £4m and £8m ARR, or once you have 10 to 15 quota-carrying reps. Below that, a permanent head rarely pays for themselves. Above it, without RevOps, you're already paying for the gap.
| Hire a Head of RevOps | Veridian | |
|---|---|---|
| Salary | £99k to £162k base (Glassdoor) | A monthly fee, tailored to the work |
| Real annual cost | Typically £135k to £225k once you add employer NI, pension and bonus | The fee. Nothing on top |
| Recruitment | 20 to 25% agency fee and 8 to 12 weeks to fill | None |
| Useful output | Three to six months in | Within weeks |
| Experience | One person's career | An operator who has run this across 20 operating companies and 11 software verticals |
| Context | In the business every day | Less embedded. Everything we build is documented so it stays with you |
We'd rather tell you to hire than sell you a retainer you've outgrown. When the time comes, we'll help write the spec, sit in on interviews and hand over a function that already works. Your new hire starts on day one with a forecast, a stage framework and a board pack in place.
Veridian Revenue Partners is led by Paul Price, Partner, who spent ten years in senior commercial roles at one of the UK's largest software groups. When a division was off plan, he was the one sent in.
Paul leads every engagement and reviews every pack before it reaches you. Report production is carried out by Veridian's contracted reporting partner, to Veridian's process and inside a secure UK-hosted environment.
Every client's services and fees are tailored to what they need. Build your Revenue Office on this page for an estimate in two minutes; we confirm scope and fee after a 45-minute call. Engagements run on a 12-month agreement, billed monthly.
We work from regular exports of your CRM and finance data, or from read access that you control and can switch off.
Your first board pack, tied to your finance numbers, within 30 days. The first forecast review runs in your first fortnight.
Paul leads every engagement and reviews every pack. Report production is carried out by our contracted reporting partner, to our process and inside a secure UK-hosted environment. Nobody outside Veridian contacts you, and your data never goes into an external AI service.
Every definition, report and process is written down as we build it. The method stays with you.
No. We work with the CRM and tools you already have.
Thirty minutes. We'll show you where the two disagree and what it would take to make them match. No deck, no obligation.
