About Nicholas Gollop
Nicholas Gollop is a Senior RevOps Advisor with more than fifteen years of experience building and leading revenue operations inside B2B SaaS companies. His advisory practice exists because the gap between what most companies need from RevOps leadership and what they can access on a permanent basis is wide enough to create real strategic risk.
What distinguishes this advisory from most consulting is straightforward: the advice is grounded in having built and owned RevOps functions inside operating companies — not from observing them from the outside. Every recommendation carries the weight of having lived with the consequences of similar decisions firsthand.
Operator Background
Nicholas has held RevOps leadership roles at Salesforce, Thomson Reuters, Medallia, Beamery, nCino, Capmo, TransferRoom, Datamaran, and CloudCall. Each engagement required building or reshaping the revenue operations function to match the company's stage, complexity, and growth trajectory.
That experience spans Series A startups building their first RevOps function through to Fortune 500 enterprises with hundreds of salespeople. The common thread across all of them is B2B SaaS companies where revenue operations is a competitive advantage — not a back-office function.
The difference between advice that works and advice that doesn't is whether the person giving it has carried the weight of the decisions they're advising on.
What the Advisory Practice Covers
- Strategic advisory — focused on decision quality, trade-offs, and second-order impact
- Fractional RevOps leadership — senior direction-setting for companies at inflection points
- Operational design — revenue system architecture, governance, and long-term operating leverage
- Executive coaching — for revenue and operations leaders at different stages
- Applied AI advisory — where AI genuinely fits into revenue operations
For more detail on specific service models, see RevOps Consulting, Fractional RevOps, and Managed RevOps.
What This Is Not
- Not a consulting firm that staffs juniors
- Not an outsourced operations team
- Not a vendor selling tools or platforms
The value is judgment, pattern recognition, and decision-making informed by having carried real ownership. When deeper involvement makes sense, execution capability exists to de-risk decisions — not to replace internal teams.
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