An evaluation tells you where your growth engine is weak. Growth Operations is where I help you build it: the marketing and revenue operations that turn a plan investors question into a machine they can see working.
Across 8 companies on three continents, I have been the person responsible for making growth actually happen: building the marketing programs that generate demand, the sales processes that convert it, and the revenue operations that make the whole thing measurable and repeatable.
That is a different background than most advisors bring. I have not studied funnels from the outside. I have built them with my own budget on the line, in markets as different as Utah, Ghana, the DRC, and England. I know what breaks, what scales, and what a founder can realistically execute with the team they have.
Growth Operations is that experience, applied inside your company.
What I Have Built as an Operator
Marketing Operations
Demand generation, positioning, and campaign systems built from zero, with attribution that shows what each dollar of spend actually produced.
Revenue Operations
Pipeline design, CRM discipline, forecasting, and sales processes that make revenue predictable instead of episodic.
Go-to-Market Execution
Taking products into new markets, from launch strategy through the first repeatable sales motion, in the US, Africa, and Europe.
When I score a company, the growth engine is where I push hardest. The Market category asks whether your go-to-market strategy can actually reach the customers you claim. The Capital category asks the Value Drivers question: exactly what each dollar will do and what measurable outcome it will produce.
Those are operator questions, not spreadsheet questions. I can ask them credibly because I have had to answer them with my own companies. And when an evaluation surfaces a weak GTM strategy, an unmeasurable funnel, or a use of funds that will not survive investor scrutiny, I am not just pointing at the problem. I know how to fix it, because fixing it has been my job.
"Marketing spend without a measurable revenue outcome is the single most common reason a Capital score falls apart. It is also the most fixable."
Where Evaluation Meets OperationsThe evaluation and the operating work reinforce each other. Scoring companies keeps my investor lens sharp. Building growth engines keeps my advice grounded in what actually works. You benefit from both.
Most Growth Operations work starts with an evaluation. The scored report names the specific gaps in your growth engine: the GTM weaknesses investors will question and the places your use of funds does not connect to a measurable outcome. If you want help closing those gaps rather than just knowing about them, we keep working together, with the report as the roadmap.
For companies that need sustained help, I work as a fractional growth operator: building your marketing and revenue operations alongside your team, on a continuing basis. Strategy and execution together, from funnel design and pipeline discipline to making every growth dollar traceable to revenue. You get operator experience without a full-time executive hire.
Growth Operations is not a separate product with a separate pitch. It is part of what Ironwood is: the same person who evaluates your company the way an investor would can also help you build the growth engine that changes the answer. Everything still starts in the same place, with an honest read.