Customer Revenue Leader
Your growth outpaced your system.
That's fixable.
I work with founders and COOs at 50 - 250 person companies who've hit the point where Sales and CS are both doing their jobs but there's a sneaky middle of customers nobody is watching. They had every signal of becoming your highest-value accounts. By the time anyone looked, they were already leaving.
I diagnose where the system is breaking and rebuild it end-to-end (pre-sales through retention).
End-to-End Customer Growth
·
Pre-Sales Through Retention
·
GTM That Matches the ICP
·
Voice of Customer Systems
·
Systems Before Headcount
·
High-Touch vs Scaled Systems
·
End-to-End Customer Growth · Pre-Sales Through Retention · GTM That Matches the ICP · Voice of Customer Systems · Systems Before Headcount · High-Touch vs Scaled Systems ·
Sound Familiar?
This is the moment I was made for.
Your revenue funnel technically works. Sales is closing. CS is activating. Both teams are hitting their numbers. And somehow the business is still bleeding a tier of customers nobody fully owns.
Every team is doing their job. Acquisition, onboarding, retention, and expansion are all running - just not together. The handoffs are where revenue quietly gets lost.
You're not sure where to focus next. You've tried better syncs, shared dashboards, a new onboarding flow. Things improve a little. The underlying leak doesn't close.
You need someone who sees the whole picture. Not another specialist who optimizes their slice while the rest quietly drifts.
Leadership is flying a little blind. Revenue is harder to forecast than it should be. Customer signals exist but they're not making it into the decisions that matter.
If any of that felt uncomfortably specific, we should talk.
ABOUT ME
15 years inside startups at the exact moment things get complicated.
I'm a fractional customer-led revenue leader who sits across sales acquisition, onboarding, retention, community, and advocacy. Not because I dabble, but because I've actually led all of those functions at real companies with real stakes.
The fracture I fix most often looks like this: Sales is accountable to close, CS is accountable to activate, and nobody owns the space in between. In a business where your highest-value customers aren't always obvious at the point of sale, that space is where the actual revenue decision gets made. Better handoffs don't fix it. The only fix is designing the system so the people accountable for closing are also accountable for what happens at month six.
I've worked across B2C, B2SMB, and B2B companies - including multi-sided marketplace models where success depends on both the customer and their end users. I've managed teams of up to 40 and built individual functions from zero. I work best at the 50-250 person stage, where ambition has outpaced the infrastructure and the right design makes more difference than another hire.
I'm at my best in the in-between: leading across multiple customer-facing teams in 25-200 person companies where complexity is increasing and thoughtful design actually moves the needle.
My approach starts with listening. I spend time with frontline teams, review real customer conversations, and care as much about the customer's reality as I do about the numbers.
Outside of work: I live in Brooklyn with a 10-year-old, a very opinionated cat, and a cheeky half-husky. Mildly obsessed with the art of the perfect dinner party. If you want to talk GTM strategy or compare notes on the best appetizer to make, I'm in.
Results
The work in numbers.
THE TRANSFORMATION
What changes when someone owns the whole thing.
What it usually looks like before
Revenue funnels technically exist but nobody fully owns them.
Sales hits targets, then churn quietly wipes out the gains.
Functions own pieces of the journey and finger-point.
Leaders feel caught between strategy and execution.
Customer signals are scattered across disconnected tools.
What's different after
The revenue engine is clearly owned with shared accountability end-to-end.
Teams know where revenue is won, lost, and expanded, and actually know why.
Acquisition, onboarding, retention, and expansion reinforce each other.
Product and CX decisions are grounded in shared customer signals.
Teams move faster with focus, confidence, and follow-through.
WHAT OTHERS SAY
Don't take my word for it.
“Zeina is inquisitive, impactful, optimistic, and a great addition to any team. I had the pleasure of working alongside her at Teachable for over three years, during which she demonstrated an uncanny ability to blend strategic vision with day-to-day operational expertise. She excelled at bringing the voice of our key customers into our product process to sharpen our thinking and output that drove both revenue growth and brand loyalty.”
“Zeina is a natural storyteller. She takes complex ideas and distills them into narratives that inspire action. Whether engaging with customers, coaching teams, or presenting strategic insights to senior leaders, she offers clarity, persuasion, and authenticity to every conversation. She doesn’t just sell; she solves, supports, and advocates for customers, setting them up for long-term success. Her unique balance of data-driven decision-making and deep empathy makes her an invaluable asset to any team fortunate enough to have her.”
“Zeina demonstrates strong professional craft, marked by analytical depth and systems-level thinking. Her development of lead scoring and lifecycle workflows has connected previously separate stages of the customer funnel, giving the business a clearer, data-led view of how leads are qualified, nurtured, and converted.”
See more recommendations on my LinkedIn
Things mostly work.
But don't quite click?
If you can feel something is off but can't quite name it, that's exactly where I start. I'll tell you what I see and whether it's something I can help with.
Worst case, you leave with more clarity than you came in with.