I build revenue engines. And I've got the scars to prove it.
I'm Heath, a VP Revenue with fifteen years building go-to-market from the operator's seat, launching, scaling, and fixing what's broken at Uber, Airwallex, Notch, and Mixmax. Everything on this site I learned the hard way. That's why I'll stand behind what I say about the work.
Scale, rebuild, scale, rebuild.
Four companies, two jobs, one method. The scale-ups and the turnarounds, and the same loop under all of them.
Five principles, earned the hard way.
I didn't get these from a book. I earned them, in the wins and mostly in the scars below. This is how I attack a problem.
You can't solve a problem you don't understand, and you don't understand it until you know who has it. I get in front of customers and the frontline before I touch a playbook. The ICP isn't a slide, it's the root of every decision downstream.
I don't inherit the playbook. I break the problem to what's actually true, the unit economics, the motion, the math, and build back up. Most best practices are someone else's answer to a problem that was never yours.
Data shows me where to look; it doesn't make the call. A dashboard with no context is a number pointing at a wall. I read what it says, weigh what it can't see, then I decide.
I'd rather ship something real and learn than perfect a plan on paper. Opinions are cheap; receipts aren't. Put it in the market, see what happens, let the evidence be the argument.
If you can't explain it to a five-year-old, you haven't thought it through. Complexity is usually unfinished thinking. The simplest version of the problem is the real one.
The lessons cost more than the wins.
The number is the easy part to talk about. The part that shaped me is the calls I got wrong first, and what they taught me. If you've sat in this seat, you already know.
I hired too slow for the people who mattered and too fast for the ones who didn't.
Almost every revenue problem I've owned traced back to a people call made too late or too soon. The team is the product.
I trusted a forecast because I wanted it to be true.
Now I inspect what I least want to look at. The truth is hiding in the deals you're avoiding, not the ones you're celebrating.
I shipped a motion the market wasn't ready for and called it a strategy problem.
It was a timing problem. Timing isn't a footnote in the plan. It's the whole bet.
I built a company I was proud of, then learned the harder thing was building it to run without me.
Ego is expensive. The best thing you build is the thing that no longer needs you.
I've done the work right and still lost the seat.
The role isn't the identity. Markets shift and decisions get made above you. What you keep is the operator.
AI makes the team stronger, not smaller.
Everyone is pointing AI at headcount. The operators who win point it at their people, coaching reps off every call, ramping new hires in days, handing a manager the read of a hundred deals before the 1:1. That's the whole argument behind Split: cut the drag to the machine, keep the judgment with the people.
The team isn't what AI replaces. It's what AI compounds. I've built the systems to prove it, and I'm still building.
Building a revenue engine?
If you're scaling revenue and want someone who's actually built it, the motion, the team, the forecast, the AI underneath, let's talk. Or get the playbook in your inbox every week.