Strategy only creates value when the execution model is designed to deliver it

Marketing influences revenue, but nobody can explain how.
When attribution cannot connect activity to the pipeline, every budget decision downstream is made on incomplete information. I rebuilt the measurement so leadership can see what actually drives revenue.

A customer journey that reflects history, not how people buy.
Most lifecycles are the platform's default or an agency's template, so they never fit the buyer, or the company outgrew them, and the pipeline leaks at the seams. I redesigned the journey around how buyers actually move.

Marketing identifies intent, but sales never sees it in time.
Intent, scores, and product usage only create value when the organisation is built to act on them. I built the layer that turns a signal into an action while it still matters.

My approach is deliberately different.

I first understand the commercial model the business is trying to build. From there, I simplify complexity, design the operating model, align Product, Marketing, Sales and Customer Success around shared commercial objectives, and introduce the systems needed to support these functions.

Structure comes first, then systems, then technology, then execution. Technology should reinforce commercial decisions, not compensate for their absence. I'm CRM-agnostic and, where AI earns its place, I use it to remove manual work and sharpen decisions rather than simply automate existing processes.

The result is a commercial organisation that is easier to run, easier to measure and better equipped to scale because strategy, teams and systems are all working towards the same objective.

I work with founders, CROs, and revenue leaders at B2B SaaS companies that are scaling, entering new markets, or rebuilding their commercial function. Across startup, scale-up, and enterprise, I have set ICP and positioning, designed dual-motion GTM, and made the commercial decisions most marketing leaders never touch, cutting CAC payback from 15 months to 8, holding pipeline creation above target every quarter, and taking trial-to-paid conversion to twice the benchmark.

If you’re navigating growth or rethinking your commercial strategy, I’m always open to thoughtful conversations.

weronika@weronikakuzior.com

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