You've got real revenue — but every deal still runs through you. RevCav builds the engine underneath it, tuned until your team can run it without you in every deal. One senior operator accountable to you — with the capacity to scale a build behind the scenes, without putting a team on your books.
For founder-led companies with traction and no system under it — the ones hitting the ceiling of what one person can personally close. Fixed-scope sprints. No decks, no retainers — we embed, build, hand over, and leave.
Same failure at this stage: positioning, demand, pipeline, and ops get built in separate corners, and the seams between them are where revenue leaks. And it hides — most help only sees one lane, so a sales hire fixes the sales symptom, a marketer fixes the marketing one, and the real cause, which lives between the functions, goes untouched. The reason one operator can own the whole engine is the rare part: I've actually worked all three sides — marketing, sales, and operations, not as a theory but as the seat I held. That blended experience is what lets the parts actually fit together.
| Parameter | Fractional hires, agencies & tools | // RevCav |
|---|---|---|
| What you walk away with | Dashboards, decks, frameworks to roll out yourself | A working revenue engine your team runs without you — or us |
| Who does the work | Several hires or vendors, each owning one slice — you manage the seams | One operator accountable to you, scaling delivery behind the scenes |
| What's on your books | Headcount, overhead, and the management burden | One bill — the team and overhead stay on RevCav, not you |
| Engagement | Open-ended retainer or license | Fixed-scope sprint, then we leave |
| End state | Dependency on the vendor | Clean handover, zero drag |
One operator accountable for the whole engine — marketing, sales, and the system between — with the capacity to scale a build behind the scenes when it needs more hands. The core is the revenue engine below; brand, pricing, and the direction work are range brought in when the build needs it. Scoped to what your engine is missing, never a fixed template.
The story the engine runs on — who you're for, why you win, the words that make everything else land. Built from the market, not a brand workshop. The front of the funnel, fixed first.
Programs and sequences that create demand instead of chasing it — built from scratch and tuned in-market, with the unit economics tracked from day one, not theorized in a slide.
Clear out the dead leads and digital scar tissue. Real ICP guardrails and qualification that holds — so the pipeline reflects deals you can forecast and defend, not names that look good in a screenshot.
The decisions and structure underneath the engine — what the pipeline model should be, how the funnel connects, the system the team runs on. The architecture, not the heavy tooling build.
The engine only sticks if the team believes the story enough to sell it. Documented playbooks your people own permanently — the motion runs without the founder in every deal, and without us.
We embed to leave. When the engine runs on its own, we hand it back — fully documented. No dependency, no retainer tail.
The engine gets built in a specific window — when there's no playbook yet and the foundational calls compound. It comes around more than once, but these are the moments an embedded operator changes the outcome.
The hustle that got you to your first few million is now the cap. Every deal still runs through one person, and nothing is written down.
What got the first customers won't get the next hundred. The early hustle has topped out and the engine needs to be built for real before the next stage.
Outbound's busy but nothing lands. The product's good and the team's working, but the market doesn't get why you win. The engine isn't broken downstream — it's misfiring at the front.
You need a real, repeatable engine to stand behind the next round — not a founder's gut and a few hero deals. Built fast, hands-on, and handed to the team to run.
Scope is fixed before we start — and so is the prep. Below is the shape of a typical engagement, yours scoped to the situation you're in.
Share CRM access, ICP docs, and pipeline notes up front and the diagnostic happens before week one — not on your dime. The deal is simple: more access sooner means faster build and a lower-cost engagement.
Audit the real machine — CRM, pipeline, motion, data. Find what's actually leaking before touching anything, and lock the fixed scope.
Keep what works, bolt on what's missing: CRM architecture, ICP guardrails, outbound sequences, qualification and progression — built from the real data, not a template.
The motion runs in-market, not in theory — tuned against real pipeline and real responses, so the system is proven before we step out.
Documented, working playbooks your people own permanently — built to run long after we're gone.
Marketing, sales, and ops — the whole engine, in the work. Contract engagements and a build of my own, all handed back running.
He was proud of it. That was the problem. Every deal still ran through him — every demo, every negotiation, every "let me just hop on a quick call." His calendar was a monument to how indispensable he'd made himself, and the business couldn't grow past the number of hours he could personally work.
We opened the hood on day one. Eighteen months of pipeline, 2,200 contacts — and only 87 with any meaningful activity in the last 90 days. The rest was digital scar tissue: dead leads, old threads, sequences paused so many times no one remembered why. He didn't have a pipeline problem. He had a documentation problem wearing a revenue problem's clothes — and it was invisible to everyone, including him.
So we did the unglamorous work — cleaning, mapping, and building the actual machine underneath the magic. Real ICP guardrails. A CRM the team trusted. Outbound sequences tuned in-market, not in a slide. By week eight, two reps were running full sequences he never touched, and close rates climbed because they were finally talking to the right people, not the loudest ones. The founder's calendar stopped being the bottleneck.
In December, he took four days off. First time in three years. The machine kept running without him — which was always the point.
A fifteen-minute call, no pitch. You'll leave with a read on where your revenue engine is leaking — whether or not we work together. If there's a fit, we scope a sprint. If not, no follow-up.
Nearly 25 years across marketing, sales, and operations — the whole go-to-market engine, not one slice of it — long enough to learn which initiatives to kill before they become expensive theater. The pedigree is real: institutional product marketing at BNY Mellon, strategic pursuits and account growth inside KPMG and PwC, financial-services partnerships at Xero, an FS sales practice at Proofpoint, and strategic business development at SoftBank — plus contract product-marketing and launch work for a global asset manager and a top-tier US bank, and a consumer product launched from scratch. Erik Provost has held the seat and done the work, not just advised on it.
That range is the point. He builds revenue engines where there's no playbook to inherit and the diagnosis matters more than the busywork: finding the real bottleneck, sharpening the story, and making the pieces fit. The pattern is always the same — momentum stalls at the worst possible moment, and no one is willing to get their hands dirty under the hood. Plenty of people will draw you a diagram. Few will rebuild the engine.
RevCav exists for that moment. We embed, rebuild what's broken, prove it works, document it, and leave. One operator accountable to you from day one to handover — with the capacity to scale a build behind the scenes, and the overhead on RevCav's books, not yours.