Corporate Growth
Growth that compounds. Most growth advice is generic. The good kind is specific to the company asking — its stage, its constraints, its team, its market. The Advantary Corporate Growth practice works with companies whose growth is real but whose path through the next stage is not yet clear.
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Reconciling the strategy you have with the company you actually run.
How we approach growth work
We begin with a structured assessment of how the company actually goes to market: where the friction is, where the strategy and the operating reality have diverged, and where the next stage of growth will demand changes the team has not yet named. The assessment is the start of the conversation, not the end of it.
​Two angles we work in
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Distribution. We work with companies whose growth requires new ways of reaching customers — partnerships, channels, and operating relationships that the team has not yet built. We bring a network of complementary firms and have helped construct these partnerships across sectors.
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Product. We work with companies whose growth requires sharpening what they sell — through internal development, partnership, or both. The work covers pricing, packaging, and the structural decisions that determine whether the offer fits the market.​
Revenue Operations as the connecting layer
When sales, marketing, and customer success operate in separate orbits, growth is more expensive than it should be. Revenue Operations is the discipline of running them as one coordinated motion. We help companies design that motion against their specific situation — not against a generic framework.
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The four pillars of Revenue Operations
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Operations. The processes that move a deal from first contact to closed revenue — and the bottlenecks slowing that motion today.
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Enablement. The training, materials, and operating support that determine whether the team can execute the plan once it is set.
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Insights. The data and analysis that tells the team where to focus, and the operating cadence that turns the analysis into action.
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Tooling. The technology stack that supports the work — owned, evolved, and integrated rather than accumulated.
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Why this matters now
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The VP of Revenue Operations role has grown roughly threefold in the last eighteen months. The market is treating Revenue Operations as a discipline; companies that have not are operating at a structural disadvantage.
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Roughly a quarter of Revenue Operations professionals now have more than a decade of experience in the discipline. The field is maturing, and the bench of senior practitioners is growing.
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Companies that align sales, marketing, and customer success around a unified revenue strategy grow measurably faster and operate at measurably higher margin than those that do not. The discipline pays.
Go-to-Market Strategy
The structural decisions that determine whether growth compounds or stalls.
The Advantary GTM Assessment covers, end to end:​
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Sales cycle, process, deal velocity, and the KPIs the team is actually running against.
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Sales and marketing organizational design and the handoff between them.
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Sales tooling, training, and enablement — what exists and what is being used.
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Channel strategy, channel programs, and channel partner enablement.
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The technology stack supporting the work — CRM, marketing automation, analytics, and the integrations between them.
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Customer content, marketing communications, and the messaging the team is using in market.
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Demand generation programs, events, and campaign architecture.
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Marketing tactics across social, search, and analyst and press relations.
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Advertising and media strategy, including the creative work supporting it.
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Strategic marketing, messaging, and the planning process that connects all of the above into a coherent go-to-market.
Each engagement benchmarks the company across the ten categories against a peer set of more than one hundred companies the practice has assessed.
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​Examples of the work
Our partners have successfully driven growth for companies like yours:
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Helped a NASDAQ-listed company launch a new SaaS division. The division generated more than $100 million in revenue in its first phase.
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Helped a startup structure and close a $10 million resale agreement with a NASDAQ-listed partner.
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Worked with a startup from early stage through to $100 million in revenue and an IPO, over a three-year window.
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Structured a $5 million joint venture between an operating company and a leading technology media firm.
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Led the sales function for a pharmaceutical distributor, growing revenue from launch to $600 million over six years.
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Drove growth for a specialty group purchasing organization to more than $1 billion in contract value.
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SaaS Acquisition: As head of sales for a SaaS-based electronic medical record business, we tripled the user base, leading to a $100M acquisition (subsequently acquired again for $2.1B by a pharmaceutical manufacturer).
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When this is the right work
If the growth plan exists but the team is no longer sure the company is built to deliver it — or if new markets, products, or channels are on the roadmap and the operating risk has not been named — this is the right conversation. Reach out and we will respond within a business day.
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Adam Savage is an accomplished executive and investor with 20+ years of experience driving profitable growth, operational excellence, and digital transformation across global industrial markets. He served as Chief Operating Officer at Hexagon Manufacturing Intelligence, Chief Digital Officer at Hexagon Geosystems, and Vice President at Hexagon Mining, leading technology-driven transformation across manufacturing, geospatial, and mining, after advising Fortune 500 clients on operational efficiency and M&A value capture at Deloitte. He now invests in and scales AI-native industrial technology businesses that unlock measurable productivity, safety, and sustainability outcomes.