Fractional CRO & Revenue Strategy · Complex & Regulated Markets

Revenue growth is an operating system. Not a heroic effort.

Plonsker Advisory delivers fractional CRO leadership and revenue strategy to growth-stage companies in complex and regulated markets — installing the pricing, pipeline, and forecasting discipline that turns board strategy into numbers you can stand behind.

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Built and led revenue engines at
Weedmaps · LeafLink · Cresco Labs · Kraft Heinz · HBR Consulting · Univar · CF Industries · Cars.com
The Problem

Most growth problems are system problems.

Your team is working hard. Your market is real. But the forecast missed again, discounting is eating margin nobody can see, and pipeline reviews have become status theater.

That isn't a talent problem or a demand problem — it's an operating-system problem. Pipeline nobody inspects. Pricing nobody governs. Forecasts nobody believes.

Fixing that system is the fastest, cheapest growth lever most boards never pull.

Capabilities

One practice. Four ways to move the number.

Built from operating experience, not theory. Every engagement is led and delivered by the founder — no leverage model, no hand-offs.

01

Fractional Revenue Leadership

Embedded CRO leadership that owns the number — the forecast, the team, the cadence — without the full-time executive price tag. Growth that survives the P&L: profitable top-line, protected margin, expanding EBITDA.

Fractional CRO / VP Revenue  ·  Founder-led sales transition  ·  Pre-exit revenue cleanup

02

Go-to-Market & Commercialization

New markets, new categories, new products — launched with discipline forged in the most operationally hostile industries in America. From market entry through concept-to-shelf commercialization and house-of-brands portfolio strategy.

Market entry & expansion  ·  Product commercialization  ·  Branded portfolio management

03

Pricing & Profitability

Most companies leak 3–8 points of margin through undisciplined discounting and unmeasured trade spend. Pricing architecture, promotional efficiency, and cost-to-serve rigor that raise revenue per customer and expand EBITDA — without sacrificing win rates.

Pricing & packaging  ·  Trade & promo efficiency  ·  EBITDA & cost optimization

04

Revenue Operations & Intelligence

Pipeline you can inspect. A forecast the board can trust. An operating cadence that surfaces truth instead of theater — sharpened with practical AI on the stack you already own.

Forecast governance  ·  Pipeline & KPI architecture  ·  AI-enabled revenue intelligence

When Companies Call

The moments this practice was built for.

If one of these sounds like this quarter, the call pays for itself.

The board just funded a number.

New capital, new expectations — and a revenue organization that grew up informally. The mandate is to professionalize before the next board meeting, not after.

Two quarters missed. Nobody knows why.

The forecast said one thing, the quarter said another — twice. The problem isn't effort. It's a pipeline nobody inspects and a forecast built on hope.

Founder-led sales hit its ceiling.

What got you to $10M won't get you to $50M. You need the operating system, the team, and the leader — without betting a year on a full-time executive search.

An exit is on the horizon.

Buyers pay for revenue quality: retention, pricing discipline, and a forecast that holds up in diligence. Eighteen months out is when that work returns multiples, not months.

How We Work

Diagnose first. Then fix what matters.

Every engagement starts with a fixed-fee Revenue Diagnostic — the whole funnel, no theater. You leave with a prioritized plan you own outright, whoever executes it. From there: a focused sprint, or embedded fractional leadership that answers for the number. When the engagement ends, the system stays.

Start with a diagnostic
Results

Outcomes, not opinions.

Selected results from executive and client engagements. Some are named, some are confidential. All of the numbers are real.

Rebuilding the revenue operating system at a $180M ARR platform

$180M ARR SaaS, marketplace & advertising platform

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Situation

A category-leading SaaS, marketplace, and advertising platform with $180M+ ARR across brand, retail, and delivery channels, operating in one of the most heavily regulated industries in the country.

Complication

Growth had been driven by market tailwinds, not operating discipline: activity-based sales management, inconsistent forecast accuracy, and discounting that eroded margin without protecting share.

Approach

Installed a full revenue operating system — pipeline inspection, forecast governance, deal strategy reviews, churn prevention, executive business reviews. Rebuilt pricing, packaging, and discount governance. Deployed AI-driven lead scoring, churn-risk detection, and expansion targeting across the 60-person revenue organization.

Impact

Increased average revenue per client while protecting margin integrity; converted the GTM organization from activity management to a metrics-driven revenue engine; gave the CEO and board a forecast they could trust.

If your revenue engine only works when the market cooperates, the system — not the sellers — is the constraint.

Building an enterprise motion inside a $4.5B GMV marketplace

$4.5B GMV B2B wholesale marketplace

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Situation

The dominant B2B wholesale marketplace in its category: 14,000 operators, 30 markets, $4.5B in annual order volume.

Complication

No enterprise sales capability, an undermonetized seller base, and new fintech products with no commercial engine behind them.

Approach

Built the company's first enterprise sales organization targeting $50M+ multi-state operators. Transformed the GTM team into full-portfolio consultative advisors. Commercialized the fintech portfolio from POC through go-live. Supported two acquisitions, including the company's primary competitor.

Impact

+$6M ARR from 650+ SaaS conversions in a single year; a $4.2M ARR enterprise book built in four months; seller gross adds up 22%; market share from 52% to 90%.

Marketplaces usually don't need more traffic — they need monetization architecture and an enterprise motion.

Pricing & revenue management for a $300M wholesale portfolio

$300M multi-state CPG wholesale portfolio

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Situation

A top multi-state CPG operator with a house of brands generating $300M+ in wholesale revenue — nearly 70% of the company's wholesale business.

Complication

Multi-market pricing complexity, promotional spend without break-even discipline, and no transactional P&L visibility at the account level.

Approach

Built multi-market pricing and promotional strategy across all brands; created transactional P&L infrastructure and promotional break-even analytics; implemented KPI-based account segmentation and strategic demand forecasts for every major partner.

Impact

Margin-informed pricing decisions across every market; account-level profitability visibility that changed how sales agreements were negotiated; field resources focused on the accounts that mattered.

In multi-market CPG, pricing governance is worth more than any single distribution win.

90-day revenue acceleration at a $30M ARR consumer products company

$30M ARR consumer products company · confidential

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Situation

A diversified consumer packaged goods company, ~$30M ARR across B2B wholesale, B2B retail, and D2C channels, with ambitions to enter new markets and a new beverage category.

Complication

Founder-led sales had hit its ceiling: no market-expansion playbook, no S&OP discipline, underleveraged D2C, and a sales team that needed to double in capability without doubling in cost.

Approach

As fractional VP of Sales: built and executed the market-expansion playbook, hired and onboarded four AEs, installed weekly S&OP and a unit-level commercial forecast, implemented KPI-based distributor and retail segmentation, and redirected D2C spend into programmatic and commerce media.

Impact

+$1M MRR and six new markets within 90 days; D2C gross revenue +30% in three months; a new beverage line taken from concept to commercialization plan, including format, competitive research, and three-tier distribution strategy.

A fractional executive isn't an advisor with opinions — it's an operator who owns the number for 90 days and leaves the system behind.
About the Founder

An operator, not a theorist.

Andrew Plonsker has spent 16 years building revenue engines where growth is hardest — regulated markets, two-sided marketplaces, fintech, and CPG distribution. He has run the number at every altitude: as a revenue executive owning a nine-figure ARR P&L, as the builder of a first enterprise sales motion inside a multi-billion-dollar GMV marketplace, and as the pricing strategist behind a Fortune 500 portfolio.

He founded Plonsker Advisory in 2019 on a simple observation: most growth-stage companies don't have a demand problem — they have an operating-system problem. Pipeline nobody inspects, pricing nobody governs, forecasts nobody believes. Fixing that system is the fastest, cheapest growth lever most boards never pull.

Based in Austin, Texas. Serving clients nationally.

Andrew Plonsker, Founder of Plonsker Advisory

Operator's judgment, consultant's toolkit.

I've carried the quota, run the org, and presented to the board — and I bring the frameworks, models, and analytics of a strategy firm.

Hard markets are the best teachers.

Sixteen years in industries where growth is structurally difficult produces playbooks that work anywhere.

Insights

Field notes from hard markets.

On revenue operating systems, pricing, and go-to-market. Also published on LinkedIn.

Forecasting

Your pipeline coverage number is probably fiction.

Boards love 3x coverage. But coverage is a ratio of two numbers nobody inspects: pipeline that hasn't been scrubbed and a quota that assumes last year's win rates. At every company where I've installed pipeline inspection, the first honest scrub cut "pipeline" 25–40%. When coverage is real, 2.2x beats a fictional 3.5x every quarter.

Pricing

The discount leak: where margin actually goes.

CEOs think discounting lives in big, visible enterprise deals. It lives in a thousand small exceptions: the auto-renewed legacy rate, the incentive that never sunset, the "one-time" discount that became the price. Governance, not courage, is the pricing lever — we raised average fees per customer while reducing incentives.

Go-to-Market

What regulated markets teach you about GTM.

I've spent years in industries where Google and Meta ads are illegal, banking is a negotiation, and distribution is three-tier by statute. Constraints force fundamentals: real segmentation, field motions with unit economics, pricing discipline, honest forecasting. Most playbooks assume infinite channels. This one assumes nothing — which is why it travels.

Contact

Let's look at your revenue engine.

The best first step is a 30-minute intro call: you walk me through the number, the team, and what the board is asking for. I'll tell you honestly whether a diagnostic makes sense — and if I'm not the right fit, I'll point you to someone who is.

Book a 30-minute intro call

Opens my calendar — pick any open slot. Prefer email? [email protected].

[email protected]  ·  LinkedIn

Based in Austin, Texas. Serving clients nationally — remote and on-site.