What this looks like in practice
Three companies, three different starting points.
EdTech SaaS · Web Courseworks → Acquired by Forj Software
From custom dev shop to scalable SaaS — and a successful exit
When I joined Web Courseworks, they were delivering high-quality outcomes but in a founder-dependent, project-by-project model. Every deal was different. Retention was relationship-driven, not system-driven. There was no repeatable way to sell, onboard, or expand.
We rebuilt the business model around flat-fee managed services — a move that changed everything about how we sold, how we retained, and how we forecasted. Then we built the infrastructure to support it: ICP documentation, a structured sales process, a customer success framework, and a CRM that reflected how deals actually moved.
The result was 97% gross retention and 107% net retention across an integrated client base of nearly a million users — and a revenue story that made the company acquirable by Forj Software.
"Amber built our entire revenue operation from scratch. She didn't just strategize — she configured the CRM, trained our team, and built the systems that took us from founder-led sales to a repeatable process."
— Former CEO, Web Courseworks
NetSuite Consulting · SuiteDynamics · Monthly Advisory
Stopped selling to everyone. Started winning the right clients.
SuiteDynamics had real technical expertise and a growing client base — but no clear picture of who they were actually best for. Every deal was evaluated on its own terms. They were winning some and losing some, without a clear pattern for why.
We worked through their closed-won deals to identify the clients where they delivered the most value, retained longest, and expanded most naturally. That became the ICP. From there we built a qualification framework so their team could recognize a good-fit deal early — and confidently walk away from the ones that weren't.
Pipeline became more intentional, client relationships got stronger, and the team started selling with a clarity they hadn't had before.
"Before Amber, we sold everything to anybody. We now have a defined ICP, our pipeline is full, and our clients are happier."
— CEO, SuiteDynamics
Energy Services · Eneration · GTM Foundation Sprint
New sales hire. No playbook. Fixed in 90 days.
Eneration had a proven service — 30% energy cost reductions for healthcare systems, with a performance-based model that eliminates customer risk. They'd closed real deals. But the CEO was still in every conversation, and they'd just hired a Director of Business Development from the industry who had zero structured B2B sales training.
The first thing we did was figure out who their best targets actually were. We interviewed existing customers, analyzed which deals had closed fastest, and identified the specific buying triggers — the moments that created urgency for a healthcare system CFO. That became the foundation for the playbook their new hire could actually use.
Within two months the new Director was running deals independently. The CEO was no longer in every conversation. That's the real outcome — not the playbook document, but the fact that the founder finally had someone who could sell without them.
"Within two months, Amber had us focused on the right clients, hired a Director of Business Development who was the right fit for our stage, and had him ramped and running deals independently. I'm no longer in every conversation — that's the real win."
— CEO, Eneration
