I'm Danny Maddox. I lead and rebuild the revenue engine, marketing, sales, partnerships, and the systems underneath, starting with the operating structure instead of the visible symptom. Twenty years spanning full-stack engineering, marketing leadership, and enterprise RevOps.
Hiring me means one person accountable for the whole system: the marketing and sales operations, the data and definitions underneath, and the executive reporting on top. Here is what that looks like in practice, and how I'd start.
Marketing ops, sales ops, and the connective RevOps layer as one owned system, not three teams pointing at each other. Automation, routing, attribution, forecasting, and the governance that keeps them honest.
I was a full-stack developer before I was an operator. I read the code, model the funnel as a system, and fix the structural cause instead of buying tools to paper over symptoms.
Comfortable in the room with the CEO and the board: pipeline accountability, GTM operating model, and reporting the exec team can actually make decisions from. I translate between the data layer and the strategy layer.
I'm most effective where the company grew faster than the operating discipline underneath it. If the numbers are getting harder to trust and the teams are drifting out of alignment, that's the job I do best.
Diagnose the revenue system bottom-up. Find the lowest broken layer, data, definitions, or flow, before touching anything above it. No new spend until the foundation is clear.
Repair the lowest break first: clean the data, get teams agreeing on definitions, unblock the handoffs. Stand up reporting the exec team trusts.
With the base solid, turn to growth: attribution, forecasting, and the tooling that now actually pays off. Grow last, and only on a foundation that holds.
A bottom-up diagnostic model for finding where a revenue system is actually failing. Five layers, worked from the foundation up. It's the method I bring to the job on day one.
can the company scale without adding equal cost and friction?
do the metrics measure business performance or system activity?
does work move cleanly between teams, systems, and stages?
do teams mean the same thing when they use the same words?
is it complete, consistent, connected, and trusted?
RevOps gets read narrowly as CRM administration. My scope has never been that narrow, and neither is the role I'm built to lead.
Fragmented systems, limited attribution, inconsistent reporting, and revenue functions that didn't talk to each other.
Rebuilt the CRM, reporting structure, campaign operations, process governance, and executive visibility from the data layer up.
Full-funnel reporting and attribution, pipeline accountability, and coordinated GTM across marketing, sales, and partnerships.
I'm most effective in organizations where growth has outpaced the systems, definitions, and operating discipline needed to support it.
If you're hiring someone to lead revenue operations, marketing ops, or the whole GTM system, and you want an operator who fixes the cause instead of the symptom, let's talk.
CEOs, CROs, founders, and heads of talent welcome. Advisory and fractional conversations too. Tell me what's breaking, not what feature you think you need.