Tom Maloney

Fractional / Interim CRO for Founder-Led & PE-Backed Companies Under $200M ARR | Embedded, Not Consulting | Revenue Clarity Where the Pipeline Looks Active but Deals Aren’t Closing

Los Angeles4.2k followers

Revelance, Inc.

ex-The Riverside Companyex-Technical Solutions Holdings

Most revenue problems are not strategy problems. They are clarity problems.
More
I have spent 25 years walking into companies where growth is stalled, pipelines are scattered, and leadership teams disagree on why. My role isn't to deliver a playbook. My job is to find the actual break, understand what is really happening in the forecast, the team dynamics, and the buyer relationships, and fix it alongside the people who are already there. Through Revelance, , I embed as a Fractional CRO, typically two to three days per week. I work with Founder-Led and PE-Backed companies under $200M ARR that need a seasoned commercial operator, not another consultant with a framework. Embedded, not consulting. I stay until the team is moving. Two lessons reinforced in recent engagements: Pipeline quality is what creates predictable revenue, not pipeline quantity. Getting a sales team to walk away from deals they have already invested in is harder than building new ones, which is why it has to be done with the team, not to them. When new logo growth stalls, the issue is rarely pipeline volume. It is usually that the team has stopped having honest conversations with the people who decide. Restoring that conversation is the work. Here is what I have delivered for clients in the last five years: • 3× ARR growth in 18 months. Pipeline rebuilt from the ground • $600K logo closed in 90 days. First new logo win in over a year for the • Topline bookings quadrupled in 12 months. Environmental services firm • Monthly bookings scaled from under $500K to $1M+. Vertical SaaS expansion play. My focus is always the same five things: commercial diagnosis, executive alignment, pipeline truth, behavior change in the team, and high-stakes execution on the deals that matter most. Earlier in my career, I helped take ARCO from number 13 to number one in the nation's largest fuel market by diagnosing the root causes of retailer behavior and executing a commercial transformation at scale. That same instinct is what I bring to every engagement today. AI can produce an answer. It cannot carry the consequences when the forecast is wrong. If you are not sure what is actually wrong with your revenue motion, that is exactly where I start. com · com

LinkedIn Browse people

Claim profile

Career Timeline

JobSchool

GTM Index

REVELANCE,JOB
1. Founder & Principal
  7Y 5M
THE RIVERSIDE COMPANYJOB
1. Fractional GTM Advisor
  5Y 9M
TECHNICAL SOLUTIONS HOLDINGSJOB
1. VP, BD Strategy
  1Y 2M
SBI, THE GROWTH ADVISORYJOB
1. Principal
  4Y 10M
ATHENS SERVICES - RECYCLING AND WASTE REMOVAL ORGANIZATIONJOB
1. VP of Sales and Mktg
  1Y 11M
ARAMARK UNIFORM SERVICES - UNIFORM RENTAL PROVIDERJOB
1. VP of Sales Operations
  11Y 11M
JMP CREATIVEJOB
1. Dir of Sales & Mktg
  1Y 11M
KELLOGGJOB
1. Dir of National Accounts
  2Y 11M
CHEVRONJOB
1. Mgr of Merchandising, Adve…
  3Y 11M
MARATHON PETROLEUM CORPORATIONJOB
1. Mgr of Promotions and Fran…
  14Y 11M

Job: Revelance, Inc. — Founder & Principal | Fractional CRO & GTM Operator · 2019-03 – present — Revelance, Inc. exists because most revenue problems are misdiagnosed. Companies do not stall because they lack a sales methodology. They stall because something in the commercial motion is unclear to the team, to the market, or to leadership. I built Revelance to fix that. I embed as a Fractional CRO, typically two to three days per week, inside Founder-Led and PE-Backed companies that need an operator, not a consultant. I work inside the pipeline, the forecast, the team, and the buyer relationships until the revenue motion is clear and self-sustaining. Selected Client Results: • 2.3× ARR in 18 months. Rebuilt pipeline architecture and forecasting discipline for a PE-backed SaaS company…
Job: The Riverside Company — Fractional GTM Advisor | PE Portfolio Companies · 2019-03 – 2024-12 — Engaged through Revelance, Inc. as Riverside's fractional GTM resource across PE-backed portfolio companies undergoing sales transformation, revenue turnaround, or post-acquisition integration. This was not advisory work. I was embedded in the revenue motion of each engagement. Five engagement highlights from this relationship: Compliance Tech (6-Month Engagement). PE-backed SaaS in food and supplement compliance. Rebuilt forecasting accuracy, removed high-risk pipeline deals, and refocused the team on buyer-validated opportunities. Increased forecast confidence by eliminating 35%+ of non-viable pipeline. Environmental Services (12-Month Engagement). Revenue turnaround for a PE-owned fir…
Job: Technical Solutions Holdings — Vice President, Business Development Strategy · 2017-12 – 2019-02 — Partnered with C-suite leaders of PE-owned portfolio companies to improve commercial outcomes during a period of rapid portfolio expansion. This role bridged strategic planning with hands-on revenue execution, identifying where GTM was broken and rebuilding it. Focused on: go-to-market redesign, revenue and profit growth, cross-portfolio best practice transfer, and C-suite advisory on commercial talent and pipeline health. Operated across multiple verticals simultaneously, developing the cross-industry pattern recognition that underlies the Revelance model today.
Job: SBI, The Growth Advisory — Principal · 2013 – 2017-11 — SBI is one of the premier revenue growth advisory firms in the country. As a Principal, I delivered GTM strategy and execution consulting for B2B clients across tech, healthcare, energy, and services, working alongside CEOs and CROs to diagnose broken revenue models and rebuild them. This is where I developed the diagnostic lens that defines my work today: the belief that most revenue problems are identifiable, addressable, and solvable when you stop looking at strategy and start looking at the actual commercial behavior inside the organization. Served clients ranging from early-stage growth companies to large enterprises undergoing market transformation.
Job: Athens Services - Recycling and Waste Removal Organization — Vice President of Sales and Marketing · 2012 – 2013 — Drove a commercial turnaround in a legacy organization facing pricing pressure, declining retention, and an undifferentiated go-to-market. Rebuilt sales and marketing strategy, pricing architecture, and the team's commercial mindset. Legacy industries require the same commercial discipline as high-growth SaaS. The urgency is just quieter until it is not. This engagement reinforced the importance of commercial clarity regardless of sector.
Job: ARAMARK Uniform Services - Uniform Rental Provider — Vice President of Sales Operations · 2001 – 2012 — Over eleven years I held five progressive leadership roles across marketing, operations, and sales at one of the largest uniform services providers in the country. My final role as VP of Sales Operations put me in charge of rebuilding the national sales enablement and lead generation infrastructure to scale new business performance. • Increased new business revenue by 40% in Q1 FY12 by redesigning the lead generation model around high-value market segments • Deployed Salesforce across 1,000 users, standardizing pipeline management and sales process discipline company-wide • Built a cross-functional lead generation model that aligned marketing output directly to sales conversion targets
Job: JMP Creative — Director of Sales & Marketing | Retailtainment Innovator · 2000 – 2001 — Brought in by ownership to invent and operationalize a new revenue stream in the experiential retail space. This was a build-from-scratch GTM challenge: concept, positioning, channel strategy, and sales execution all started at zero. • Invented the "Retailtainment" offering and brought it to market, generating $250K in new revenue within the first year • Led all GTM functions from concept development through market adoption and initial scale
Job: Kellogg — Director of National Accounts · 1998 – 2000 — Led national account strategy across top-tier grocery retailers, building revenue programs and pricing structures that expanded shelf presence, grew volume, and strengthened key customer partnerships. • Reversed a multi-year sales decline in a national grocery chain by designing a tailored promotional program that increased volume by 9% and improved margin by 3 points • Developed pricing and incentive structures that boosted gross margin by $2.5M across four national accounts • Secured additional shelf placement in top chains, expanding category footprint and velocity
Job: Chevron — Manager of Merchandising, Advertising, and Promotions · 1995 – 1998 — Directed the development and execution of national marketing campaigns and trade promotions across retail and franchise channels, increasing consumer engagement and brand pull at the shelf. • Launched multi-channel national campaigns that delivered 15% year-over-year growth in baseline sales • Designed in-store merchandising programs for mass retail that boosted feature and display compliance by 22% • Led coordination of FSI campaigns with regional ad buys, generating over 18 million consumer impressions per quarter
Job: Marathon Petroleum Corporation — Manager of Promotions and Franchise Development · 1981 – 1995 — This is where the foundation was built. Over fourteen years I held multiple leadership roles across Sales, Operations, and Marketing during one of the most transformative periods in ARCO's history. We redefined the company's value proposition, challenged industry pricing norms, and grew to the number one market share position in the largest gasoline marketplace in the world. • Influenced seasoned retailers to abandon credit card-based pricing and adopt a disruptive cash-only model, creating a sustainable pricing advantage for ARCO and delivering measurable consumer savings • Helped pioneer the introduction of convenience stores to the gas station model, increasing non-fuel revenue and resh…
School: Pepperdine Graziadio Business School — Master of Business Administration - MBA, Business Administration and Management, General
School: West Chester University of Pennsylvania — Bachelor of Arts (BA), Criminal Justice and Corrections
School: University of Maryland College Park — Associate’s Degree, Criminal Justice and Corrections

Skills

Sales Pipeline ManagementInterim CRORevenue Operations (RevOps) & Performance OptimizationGo-to-Market (GTM) Strategy & ExecutionSales & Marketing Leadership

Playbooks

No playbooks indexed for this profile yet.

Tom Maloney

Skills

Playbooks

More GTM Engineers