The next motion — enterprise, partner, distribution, a second direct team — is where most $10–50M companies stall. The new route cannibalises the old one, the comp plan breaks, the forecast goes dark. RevOp is the operating system for adding it without losing what you built.
Built by an operator who ran all four routes at once. Not by a consultant who studied them.
Your numbers. No account, nothing stored.
The full Revenue Model: four motions, eight levers you can build instead of hire, one feasibility score. Free · about three minutes · nothing stored. At $185,000 fully loaded per rep.
Three of those four are documented below — the mechanism underneath each one, and what it cost.
This one documents sixteen things that didn’t — the mechanism underneath each one, what it cost, and what replaced it. They are the reason the modules say what they say.
All sixteen are written up in full — event, mechanism, cost, and what replaced it. Here is one of them.
Feeds Module 20 — Performance Management · ships with The Execution Score
What we saw. A rep with real wins, consistently lumpy. Good month, bad month, good, bad. Activity KPIs looked fine. Opportunity generation looked on track. Quota hit half the time.
Why nobody intervened. You see quota hit every other month, so the rep reads as inconsistent rather than failing. You let them float.
What was actually true. The calls were poor and no value was being driven. Roughly half the pipeline was phantom — opportunities created by buyers trying to get the rep off the phone, or price-shopping a quote to use against their incumbent. So the rep needed two months of generation to fund one month of genuinely converting pipeline.
At 50% phantom pipeline the rep needs exactly two months of building to fund one month of quota — a period-2 oscillation. Build, harvest, build, harvest. The chart is that arithmetic across twelve months.
A rep who hits every other month does not have a consistency problem. They have a pipeline that is half fiction, and the alternation is the arithmetic of that fiction.
Weekly call scoring, and a diagnostic matrix where activity met, opportunity generation on track, call score low is the phantom-pipeline row — the exact cell this rep occupied for a year while looking merely inconsistent.
72% for the year reads as a coachable near-miss, not a failure. So the rep survives twelve months — and costs roughly $200,000 more than an average replacement holding a steady 90%.
Figures are the worked model at an assumed $95,000 monthly quota. The mechanism is what transfers: alternating months are a measurable signature, not a personality trait. Ask what fraction of the pipeline is real, and the period of the oscillation tells you.
Four systems, in the order you have to fix them. Each module is about forty-five minutes and ends in an artifact you keep — a model, a plan, a scorecard, a rubric. The instruments are shared on purpose: twelve tools you reopen every month beat twenty-four worksheets you fill in once.
What the business actually is, in numbers you can act on — and where it breaks first.
Where you sell, through whom, and what each route actually costs you.
How the deal actually gets done — and how that changes per route.
The operating cadence that keeps it running when you are not in the room.
Twelve of the twenty-four carry a documented failure — the post-mortem counts above are real, and every one of them is in the list further up. The other twelve do not, because a manufactured post-mortem is transparently manufactured and nobody counts them anyway.
Placeholder — not a real customer yet
I’ll be honest — the first two modules told me things I already knew.
Then I ran the route portfolio scorecard, six weeks before we were due to sign a distributor. It asked two questions I could not answer: who funds the demand once they have the line, and what happens to my direct team’s margin when they do.
We didn’t sign. It is the most expensive mistake we didn’t make this year.