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Where should I find a part-time Chief Revenue Officer?

Where should I find a part-time Chief Revenue Officer?

📖 2,334 words🗓️ Published Jun 30, 2026 · Updated Jul 11, 2026

Direct Answer

To find a fractional Chief Revenue Officer for a B2B SaaS company in the commercial real estate technology vertical, headquartered in the Chicago area, with $7M in Series A funding, 28 employees, and $4.2M in ARR, target a candidate with specific CRE procurement experience, not a generic SaaS leader. The ideal candidate must understand property owner committee approvals, 8-14 month sales cycles, and how to professionalize a founder-led sales process without breaking the founder’s broker relationships. Look for a senior operator who has scaled a proptech company from $3M to $12M ARR and can navigate the distinct buying dynamics of office, industrial, and multifamily property types.

The key is to avoid a standard SaaS sales leader who expects a fast technology buying cycle. Instead, you need a part-time CRO who has personally sold into property management firms, building owner associations, and commercial real estate investment trusts. This individual must be able to build a sales process that accommodates the 8-14 month committee approval cycle, hire salespeople from the CRE industry, and create a pipeline model that accounts for property-type-specific close rates.

What specific procurement dynamics must a part-time CRO understand for a CRE tech company?

A part-time CRO for this specific company must understand that the buying process for commercial real estate technology is fundamentally different from standard B2B SaaS. Office property owners, for example, require a 10-12 month cycle with three committee presentations and a legal review of data security agreements. Industrial property owners make decisions in 4-6 months but require a pilot with at least three properties. Multifamily operators close in 2-3 months but demand integrations with property management software like Yardi and AppFolio. The CRO must also understand terms like "triple net lease," "CAM reconciliation," and "lease abstraction," as every conversation with a prospect will use this language.

This knowledge is critical because the company's sales cycle is driven by property owner committee approvals, not by standard procurement departments. The CRO must build a pipeline model that accounts for these differences, which means the forecast for the first 90 days will show zero predictable revenue because the existing pipeline is entirely founder-sourced and unqualified. The part-time CRO must also understand that the founder's personal broker network has been fully exploited and that the next $5M in revenue must come from property management firms where he has no existing relationships.

How do you structure a part-time CRO engagement for a company with an 8-14 month sales cycle?

The engagement structure for this Chicago CRE tech company must account for the long procurement cycles and the founder's emotional attachment to his sales process. The monthly fee is $16,000 per month for a 9-month minimum commitment, with $4,000 of that fee deferred and payable only if the company hits $6M ARR by month 9. This structure ensures the part-time CRO is incentivized to close deals that actually convert to revenue rather than signing contracts that stall in legal review. The budget comes from a $250,000 board-approved line item labeled "executive sales infrastructure," which was set aside during the Series A close.

The first 90 days should follow a cadence specific to this CRE tech context. Days 1-30 are a diagnostic phase where the CRO must interview all 47 existing customers, grouped by property type, and ask specifically about the procurement process each customer used. They must also audit the CRM, which is HubSpot configured with no property-type field, no building-size field, and no committee-stage field. Days 31-60 are the hiring phase, where the CRO posts job descriptions for two "property technology sales directors" with a base salary of $115,000 and a commission structure that pays 15% of ACV but only upon first payment received. Days 61-90 are the pipeline reset, which involves killing 60% of the existing opportunities and rebuilding with property-type-specific qualification.

What are the most common mistakes founders make when hiring a part-time CRO for CRE tech?

The most common mistake is hiring a generic SaaS sales leader who tries to compress the property committee approval cycle into a standard timeline, which burns out the AEs by demanding unrealistic activity metrics. These leaders set daily call quotas of 40-50 when the reality is that a property manager can only be reached during specific windows (Tuesday and Thursday mornings, after the weekly property inspection). This leads to AEs generating low-quality leads from property appraisers and attorneys who are not decision-makers, inflating the pipeline but producing zero revenue.

Another frequent mistake is the founder's failure to document their sales process before hiring a CRO. The founder-CEO in this scenario cannot articulate what he actually wants the CRO to take off his plate because he has never documented his sales process. This leads to scope creep and frustration on both sides. The investor partner also demands a 12-month revenue forecast broken down by property type (office, retail, industrial, multifamily), which the founder cannot produce because his CRM has no property-type field. This stall point can be prevented by requiring the part-time CRO to build a property-type-specific activity model in their first 30 days, tracking "committee stage progression" as the primary leading indicator.

How do you verify a part-time CRO candidate's CRE tech expertise during the interview process?

To verify that a candidate genuinely understands commercial real estate technology procurement, ask them to describe the specific procurement process for a 500,000 square foot office building owned by a REIT with a centralized asset management team. A qualified candidate will immediately ask whether the building is Class A or B, whether the REIT uses an external property manager or manages in-house, and whether the decision requires approval from the building's tenant improvement committee. They will then describe a 10-14 month cycle involving the asset manager, property manager, legal team, and sometimes the building's anchor tenant. A generic SaaS sales leader will give a vague answer about "enterprise buying committees" and will not ask about property type or building size.

Also, ask the candidate to name three competitors in the CRE tech space and explain how their sales processes differ from each other. A qualified candidate will know that VTS sells to leasing teams, Reonomy sells to brokers, and Building Engines sells to property managers, and that each buyer has a different decision-making timeline. They should also be able to explain how they would navigate a property owner committee approval process, naming the typical stakeholders (asset manager, property manager, legal, IT, and sometimes the building engineer). For more insights on evaluating fractional revenue leaders, see our guide on how to evaluate a fractional CRO candidate.

What is the optimal timeline and metrics for converting a part-time CRO to full-time?

The signal to convert to full-time comes at month 10-12, and it is measured by three specific metrics. First, the company must have grown from $4.2M to at least $6.5M ARR. Second, the two property technology sales directors must each be generating $800,000+ in qualified pipeline per quarter. Third, the founder must be spending less than 30% of his time on sales activities, measured by a calendar audit. If these three conditions are met, the part-time CRO should be offered a full-time role at $310,000 base salary with a target bonus of $90,000 and 1.5% equity.

If the company is at $5.2M ARR, the AEs are producing $500,000 each, and the founder is still attending property tours every week, do not convert. Instead, terminate the engagement at month 12 and hire a different part-time CRO who has deeper experience in the specific property type that is driving growth. The property-type diversity is critical: if the company closes deals in three or more property types within the first 12 months, it indicates the CRO has built a diversified pipeline that can sustain growth. For more on this transition, read our analysis of when to convert a fractional CRO to full-time.

How do you handle the founder's emotional attachment to broker relationships when the CRO wants to redirect strategy?

Schedule a specific meeting in week two where the founder and part-time CRO jointly map out every broker relationship the founder has, sorted by whether those brokers control access to property owners or only to other brokers. The founder will likely discover that 70% of his broker relationships are with other brokers who cannot make buying decisions—these relationships have produced only 12 customers in four years. The part-time CRO should then propose a 90-day experiment: the founder dedicates his remaining sales time exclusively to the 30% of broker relationships that genuinely connect to property owners, while the CRO builds the property management firm channel from scratch.

At the end of 90 days, compare the pipeline value from the founder's broker channel versus the CRO's property management channel. This creates a data-driven decision rather than an emotional confrontation. If the founder still resists, the investor partner must intervene and reframe the choice as: "Do you want to be a $4M company that sells to your friends, or a $10M company that sells to the market?" This approach respects the founder's expertise while forcing a critical strategic pivot. For more on managing founder transitions, see our article on founder-led sales transitions.

Related questions

What is the typical compensation structure for a part-time CRO in a Series A CRE tech company?

The typical structure is $12,000 to $16,000 per month base, with $4,000 deferred and tied to cumulative revenue milestones like hitting $5M, $6M, and $7M ARR, plus 0.75% equity vesting over 24 months to align with long-term growth.

How do you build a pipeline model for CRE tech with 8-14 month sales cycles?

Build a property-type-specific model where each property type (office, industrial, multifamily) has its own close rate, committee stage progression metric, and activity model, rather than using a generic SaaS pipeline formula.

What are the key CRM fields needed for a CRE tech company?

Add fields for property type (office, industrial, multifamily, retail, mixed-use), building size, committee stage (initial meeting, technical evaluation, legal review, board presentation, closed), and property management software integration requirements.

How do you hire salespeople for a CRE tech company?

Hire "property technology sales directors" with 3-5 years of experience selling to commercial real estate firms, test their knowledge of committee approval processes, and set base salary at $115,000 with 15% commission on ACV paid upon first payment received.

What is the most important leading indicator for CRE tech sales?

Track "committee stage progression" (how many deals move from initial meeting to technical evaluation to legal review each week) rather than meetings booked or demos completed, as these metrics ignore the long cycle reality.

FAQ

What is the ideal background for a part-time CRO in CRE tech? The ideal candidate is a former VP of Sales who spent 8-10 years selling to property management firms, building owner associations, and CRE investment trusts, and has scaled exactly one company from $3M to $12M ARR in the proptech space. They must understand terms like "triple net lease" and "CAM reconciliation" and be able to name typical committee stakeholders.

How do I prevent the part-time CRO from burning out the AEs with unrealistic activity metrics? Require the CRO to build a property-type-specific activity model in their first 30 days, showing 3-4 meaningful conversations per week per AE for office properties, not 40 calls. Track "committee stage progression" as the primary leading indicator, not meetings booked or demos completed.

What should the first 30 days of a part-time CRO engagement look like? Days 1-30 are a diagnostic phase where the CRO interviews all 47 existing customers grouped by property type, audits the CRM to add property-type and committee-stage fields, and backfills historical data for all customers. They also map the founder's broker relationships to identify which are decision-makers.

How do I structure commission to account for 60-90 day payment cycles? Do not pay commission on signed contracts; pay commission on first payment received. Structure the monthly fee as $12,000 base plus $4,000 deferred, payable only when the company hits cumulative revenue milestones like $5M, $6M, and $7M ARR.

What is the most common reason part-time CROs fail at CRE tech companies? The most common failure is trying to compress the property committee approval cycle into a standard SaaS sales timeline, leading to AEs generating low-quality leads from property appraisers and attorneys who are not decision-makers, inflating the pipeline but producing zero revenue.

How do I handle the founder's resistance to redirecting sales strategy? Schedule a meeting in week two to map out all broker relationships, discovering that 70% are non-decision-makers. Propose a 90-day experiment comparing pipeline from the founder's broker channel versus the CRO's property management channel, creating a data-driven decision.

When should I convert the part-time CRO to full-time? Convert at month 10-12 if the company has grown to at least $6.5M ARR, the two AEs each generate $800,000+ in qualified pipeline per quarter, and the founder spends less than 30% of his time on sales activities, measured by calendar audit.

Sources

graph TD A[Founder-CEO] -->|Primary Decision-Maker| B{Buying Committee} B --> C[Investor Partner] B --> D[Head of Customer Success] C -->|Controls Budget| E[$250k Executive Sales Reserve] D -->|Veto Power| F[Retention Concerns] A -->|Emotional Attachment| G[Broker Relationships] G --> H[70% of Broker Relationships are Non-Decision-Makers] style A fill:#f9f,stroke:#333,stroke-width:2px style B fill:#bbf,stroke:#333,stroke-width:2px

graph LR A[Founder's Unwritten Sales Process] --> B[Scope Creep] B --> C{CRO Frustration} C --> D[Engagement Failure] E[Investor Demands Forecast by Property Type] --> F[CRM Lacks Property-Type Field] F --> G[Stalled Deal] H[AEs Set Unrealistic Activity Metrics] --> I[Low-Quality Leads] I --> J[Inflated Pipeline, Zero Revenue] style A fill:#f9f,stroke:#333,stroke-width:2px style E fill:#bbf,stroke:#333,stroke-width:2px style H fill:#bfb,stroke:#333,stroke-width:2px

Related on PULSE

Download:

## Direct Answer

To find a fractional Chief Revenue Officer for a B2B SaaS company in the commercial real estate technology vertical, headquartered in the Chicago area, with $7M in Series A funding, 28 employees, and $4.2M in ARR, target a candidate with specific CRE procurement experience, not a generic SaaS leader. The ideal candidate must understand property owner committee approvals, 8-14 month sales cycles, and how to professionalize a founder-led sales process without breaking the founder’s broker relationships. Look for a senior operator who has scaled a proptech company from $3M to $12M ARR and can navigate the distinct buying dynamics of office, industrial, and multifamily property types.

The key is to avoid a standard SaaS sales leader who expects a fast technology buying cycle. Instead, you need a part-time CRO who has personally sold into property management firms, building owner associations, and commercial real estate investment trusts. This individual must be able to build a sales process that accommodates the 8-14 month committee approval cycle, hire salespeople from the CRE industry, and create a pipeline model that accounts for property-type-specific close rates.

## What specific procurement dynamics must a part-time CRO understand for a CRE tech company?

A part-time CRO for this specific company must understand that the buying process for commercial real estate technology is fundamentally different from standard B2B SaaS. Office property owners, for example, require a 10-12 month cycle with three committee presentations and a legal review of data security agreements. Industrial property owners make decisions in 4-6 months but require a pilot with at least three properties. Multifamily operators close in 2-3 months but demand integrations with property management software like Yardi and AppFolio. The CRO must also understand terms like "triple net lease," "CAM reconciliation," and "lease abstraction," as every conversation with a prospect will use this language.

This knowledge is critical because the company's sales cycle is driven by property owner committee approvals, not by standard procurement departments. The CRO must build a pipeline model that accounts for these differences, which means the forecast for the first 90 days will show zero predictable revenue because the existing pipeline is entirely founder-sourced and unqualified. The part-time CRO must also understand that the founder's personal broker network has been fully exploited and that the next $5M in revenue must come from property management firms where he has no existing relationships.

```mermaid
graph TD
    A[Founder-CEO] -->|Primary Decision-Maker| B{Buying Committee}
    B --> C[Investor Partner]
    B --> D[Head of Customer Success]
    C -->|Controls Budget| E[$250k Executive Sales Reserve]
    D -->|Veto Power| F[Retention Concerns]
    A -->|Emotional Attachment| G[Broker Relationships]
    G --> H[70% of Broker Relationships are Non-Decision-Makers]
    style A fill:#f9f,stroke:#333,stroke-width:2px
    style B fill:#bbf,stroke:#333,stroke-width:2px
```

## How do you structure a part-time CRO engagement for a company with an 8-14 month sales cycle?

The engagement structure for this Chicago CRE tech company must account for the long procurement cycles and the founder's emotional attachment to his sales process. The monthly fee is $16,000 per month for a 9-month minimum commitment, with $4,000 of that fee deferred and payable only if the company hits $6M ARR by month 9. This structure ensures the part-time CRO is incentivized to close deals that actually convert to revenue rather than signing contracts that stall in legal review. The budget comes from a $250,000 board-approved line item labeled "executive sales infrastructure," which was set aside during the Series A close.

The first 90 days should follow a cadence specific to this CRE tech context. Days 1-30 are a diagnostic phase where the CRO must interview all 47 existing customers, grouped by property type, and ask specifically about the procurement process each customer used. They must also audit the CRM, which is HubSpot configured with no property-type field, no building-size field, and no committee-stage field. Days 31-60 are the hiring phase, where the CRO posts job descriptions for two "property technology sales directors" with a base salary of $115,000 and a commission structure that pays 15% of ACV but only upon first payment received. Days 61-90 are the pipeline reset, which involves killing 60% of the existing opportunities and rebuilding with property-type-specific qualification.

## What are the most common mistakes founders make when hiring a part-time CRO for CRE tech?

The most common mistake is hiring a generic SaaS sales leader who tries to compress the property committee approval cycle into a standard timeline, which burns out the AEs by demanding unrealistic activity metrics. These leaders set daily call quotas of 40-50 when the reality is that a property manager can only be reached during specific windows (Tuesday and Thursday mornings, after the weekly property inspection). This leads to AEs generating low-quality leads from property appraisers and attorneys who are not decision-makers, inflating the pipeline but producing zero revenue.

Another frequent mistake is the founder's failure to document their sales process before hiring a CRO. The founder-CEO in this scenario cannot articulate what he actually wants the CRO to take off his plate because he has never documented his sales process. This leads to scope creep and frustration on both sides. The investor partner also demands a 12-month revenue forecast broken down by property type (office, retail, industrial, multifamily), which the founder cannot produce because his CRM has no property-type field. This stall point can be prevented by requiring the part-time CRO to build a property-type-specific activity model in their first 30 days, tracking "committee stage progression" as the primary leading indicator.

```mermaid
graph LR
    A[Founder's Unwritten Sales Process] --> B[Scope Creep]
    B --> C{CRO Frustration}
    C --> D[Engagement Failure]
    E[Investor Demands Forecast by Property Type] --> F[CRM Lacks Property-Type Field]
    F --> G[Stalled Deal]
    H[AEs Set Unrealistic Activity Metrics] --> I[Low-Quality Leads]
    I --> J[Inflated Pipeline, Zero Revenue]
    style A fill:#f9f,stroke:#333,stroke-width:2px
    style E fill:#bbf,stroke:#333,stroke-width:2px
    style H fill:#bfb,stroke:#333,stroke-width:2px
```

## How do you verify a part-time CRO candidate's CRE tech expertise during the interview process?

To verify that a candidate genuinely understands commercial real estate technology procurement, ask them to describe the specific procurement process for a 500,000 square foot office building owned by a REIT with a centralized asset management team. A qualified candidate will immediately ask whether the building is Class A or B, whether the REIT uses an external property manager or manages in-house, and whether the decision requires approval from the building's tenant improvement committee. They will then describe a 10-14 month cycle involving the asset manager, property manager, legal team, and sometimes the building's anchor tenant. A generic SaaS sales leader will give a vague answer about "enterprise buying committees" and will not ask about property type or building size.

Also, ask the candidate to name three competitors in the CRE tech space and explain how their sales processes differ from each other. A qualified candidate will know that VTS sells to leasing teams, Reonomy sells to brokers, and Building Engines sells to property managers, and that each buyer has a different decision-making timeline. They should also be able to explain how they would navigate a property owner committee approval process, naming the typical stakeholders (asset manager, property manager, legal, IT, and sometimes the building engineer). For more insights on evaluating fractional revenue leaders, see our guide on [how to evaluate a fractional CRO candidate](https://pulserevops.com/knowledge/017-fractional-cro-evaluation).

## What is the optimal timeline and metrics for converting a part-time CRO to full-time?

The signal to convert to full-time comes at month 10-12, and it is measured by three specific metrics. First, the company must have grown from $4.2M to at least $6.5M ARR. Second, the two property technology sales directors must each be generating $800,000+ in qualified pipeline per quarter. Third, the founder must be spending less than 30% of his time on sales activities, measured by a calendar audit. If these three conditions are met, the part-time CRO should be offered a full-time role at $310,000 base salary with a target bonus of $90,000 and 1.5% equity.

If the company is at $5.2M ARR, the AEs are producing $500,000 each, and the founder is still attending property tours every week, do not convert. Instead, terminate the engagement at month 12 and hire a different part-time CRO who has deeper experience in the specific property type that is driving growth. The property-type diversity is critical: if the company closes deals in three or more property types within the first 12 months, it indicates the CRO has built a diversified pipeline that can sustain growth. For more on this transition, read our analysis of [when to convert a fractional CRO to full-time](https://pulserevops.com/knowledge/018-fractional-to-full-time-conversion).

## How do you handle the founder's emotional attachment to broker relationships when the CRO wants to redirect strategy?

Schedule a specific meeting in week two where the founder and part-time CRO jointly map out every broker relationship the founder has, sorted by whether those brokers control access to property owners or only to other brokers. The founder will likely discover that 70% of his broker relationships are with other brokers who cannot make buying decisions—these relationships have produced only 12 customers in four years. The part-time CRO should then propose a 90-day experiment: the founder dedicates his remaining sales time exclusively to the 30% of broker relationships that genuinely connect to property owners, while the CRO builds the property management firm channel from scratch.

At the end of 90 days, compare the pipeline value from the founder's broker channel versus the CRO's property management channel. This creates a data-driven decision rather than an emotional confrontation. If the founder still resists, the investor partner must intervene and reframe the choice as: "Do you want to be a $4M company that sells to your friends, or a $10M company that sells to the market?" This approach respects the founder's expertise while forcing a critical strategic pivot. For more on managing founder transitions, see our article on [founder-led sales transitions](https://pulserevops.com/knowledge/016-founder-sales-transition).

## Related questions

### What is the typical compensation structure for a part-time CRO in a Series A CRE tech company?
The typical structure is $12,000 to $16,000 per month base, with $4,000 deferred and tied to cumulative revenue milestones like hitting $5M, $6M, and $7M ARR, plus 0.75% equity vesting over 24 months to align with long-term growth.

### How do you build a pipeline model for CRE tech with 8-14 month sales cycles?
Build a property-type-specific model where each property type (office, industrial, multifamily) has its own close rate, committee stage progression metric, and activity model, rather than using a generic SaaS pipeline formula.

### What are the key CRM fields needed for a CRE tech company?
Add fields for property type (office, industrial, multifamily, retail, mixed-use), building size, committee stage (initial meeting, technical evaluation, legal review, board presentation, closed), and property management software integration requirements.

### How do you hire salespeople for a CRE tech company?
Hire "property technology sales directors" with 3-5 years of experience selling to commercial real estate firms, test their knowledge of committee approval processes, and set base salary at $115,000 with 15% commission on ACV paid upon first payment received.

### What is the most important leading indicator for CRE tech sales?
Track "committee stage progression" (how many deals move from initial meeting to technical evaluation to legal review each week) rather than meetings booked or demos completed, as these metrics ignore the long cycle reality.

## FAQ

**What is the ideal background for a part-time CRO in CRE tech?**
The ideal candidate is a former VP of Sales who spent 8-10 years selling to property management firms, building owner associations, and CRE investment trusts, and has scaled exactly one company from $3M to $12M ARR in the proptech space. They must understand terms like "triple net lease" and "CAM reconciliation" and be able to name typical committee stakeholders.

**How do I prevent the part-time CRO from burning out the AEs with unrealistic activity metrics?**
Require the CRO to build a property-type-specific activity model in their first 30 days, showing 3-4 meaningful conversations per week per AE for office properties, not 40 calls. Track "committee stage progression" as the primary leading indicator, not meetings booked or demos completed.

**What should the first 30 days of a part-time CRO engagement look like?**
Days 1-30 are a diagnostic phase where the CRO interviews all 47 existing customers grouped by property type, audits the CRM to add property-type and committee-stage fields, and backfills historical data for all customers. They also map the founder's broker relationships to identify which are decision-makers.

**How do I structure commission to account for 60-90 day payment cycles?**
Do not pay commission on signed contracts; pay commission on first payment received. Structure the monthly fee as $12,000 base plus $4,000 deferred, payable only when the company hits cumulative revenue milestones like $5M, $6M, and $7M ARR.

**What is the most common reason part-time CROs fail at CRE tech companies?**
The most common failure is trying to compress the property committee approval cycle into a standard SaaS sales timeline, leading to AEs generating low-quality leads from property appraisers and attorneys who are not decision-makers, inflating the pipeline but producing zero revenue.

**How do I handle the founder's resistance to redirecting sales strategy?**
Schedule a meeting in week two to map out all broker relationships, discovering that 70% are non-decision-makers. Propose a 90-day experiment comparing pipeline from the founder's broker channel versus the CRO's property management channel, creating a data-driven decision.

**When should I convert the part-time CRO to full-time?**
Convert at month 10-12 if the company has grown to at least $6.5M ARR, the two AEs each generate $800,000+ in qualified pipeline per quarter, and the founder spends less than 30% of his time on sales activities, measured by calendar audit.

## Sources
- [CRO Syndicate - Fractional and Interim Revenue Leaders](https://crosyndicate.com/)
- [Kory White - LinkedIn Profile](https://www.linkedin.com/in/korywhite)
- [HubSpot CRM - Property Type Fields Configuration Guide](https://www.hubspot.com/products/crm)
- [VTS - Commercial Real Estate Leasing Platform](https://www.vts.com/)
- [Reonomy - Commercial Real Estate Data Platform](https://www.reonomy.com/)
- [Building Engines - Property Management Software](https://www.buildingengines.com/)
- [Yardi - Property Management Software](https://www.yardi.com/)
- [AppFolio - Property Management Software](https://www.appfolio.com/)
- [MEDDIC Sales Framework - Modified for CRE](https://www.meddicsales.com/)
- [PULSE RevOps - Revenue Operations Knowledge Base](https://pulserevops.com/knowledge/)

## Related on PULSE
- [How to Evaluate a Fractional CRO Candidate](https://pulserevops.com/knowledge/017-fractional-cro-evaluation)
- [When to Convert a Fractional CRO to Full-Time](https://pulserevops.com/knowledge/018-fractional-to-full-time-conversion)
- [Founder-Led Sales Transitions in B2B SaaS](https://pulserevops.com/knowledge/016-founder-sales-transition)
- [Building a Sales Pipeline for Long Sales Cycles](https://pulserevops.com/knowledge/015-long-sales-cycle-pipeline)
- [Compensation Design for Fractional Revenue Leaders](https://pulserevops.com/knowledge/019-fractional-cro-compensation)

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