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Stephane Maes
MD @ ADCR Capital, Your Operator, GTM Advisor, Investor & Broker Of Capital // The AIaaS & SaaS Revenue Architect // Syndicate Founder @ The GTM Syndicate
Professional Background
Stephane Maes is a highly accomplished AIaaS and SaaS C-level executive with a unique blend of operational expertise, investment acumen, and strategic insights. With a career that spans various roles in sales management, revenue architecture, and capital investment, Stephane has distinguished himself as a thought leader in the tech industry. His professional philosophy revolves around the principles of strategy and revenue generation, akin to the passion some people have for sports or music icons.
Throughout his career, Stephane has operated in the intersection of technology and business, providing invaluable support to companies ranging from startups to established enterprises with annual recurring revenues between zero and 100 million dollars. His diverse experiences as a chief revenue officer, strategic advisor, and investor highlight his multifaceted approach to growth and value creation in the tech landscape. Whether through direct engagement with executive management teams, facilitating capital investments, or offering strategic go-to-market advisement, Stephane embodies a proactive, action-oriented mindset focused on delivering results.
Education and Achievements
Stephane possesses an impressive academic background, which underpins his extensive professional expertise. He holds a Master of Business Administration (MBA) in Sales Management from the prestigious Vlerick Business School. Additionally, he studied Psychology at Ghent University, fostering an understanding of human behavior that complements his business acumen. His educational journey commenced with a Bachelor's degree in Business Administration and Management from Arteveldehogeschool, further solidifying his foundation in effective management principles.
His career boasts numerous significant roles and accolades, demonstrating proficiency across a range of disciplines. These include high-ranking positions such as Chief Revenue Officer (CRO) for several technology firms including traicie, TIMi, and MyMove, where he played a critical role in scaling operations and optimizing revenue. He has also served as a Managing Director at ADCR Capital, leading investments and capital brokerage initiatives that have influenced the growth trajectories of tech companies.
Notable Contributions and Roles
In addition to his executive roles, Stephane has made impactful contributions through various organizations. He previously held the title of Affiliate Partner and Evangelist Revenue Architect at Winning by Design, where he helped empower businesses to refine their sales architectures according to professional best practices. He is also a former Syndicate Founder at The GTM Syndicate, indicating his leadership in go-to-market strategies. As an Executive Member of the AMS Chapter at Pavilion, he collaborated with peers to support revenue-focused discussions and initiatives.
Stephane's recruitment prowess is further validated through his experience mentoring sales professionals at Marlinks, where he embodied the principles of education and development to shape effective sales strategies. His role as Head of Sales and Marketing at multiple organizations showcases his ability to thrive in high-stakes environments while driving growth and customer engagement.
As a strategic advisor and revenue architect, Stephane's approach to business is predicated on optimizing revenue operations, emphasizing the importance of adaptable frameworks and methodologies that ensure business longevity and success. Through his work with early-stage companies, he brings forth an innovative mindset that blends financial acumen with operational excellence.
Highlights
We've reached the end of chapter 7: the Mathemathical model, out of the book Revenue Architecture by 🐶 Jacco van der Kooij.
A small recap...
We learned that there are two different growth engines, or two different factories on each side of the Bowtie Data model.
👈🏽 LEFT SIDE 👈🏽
Acquisition is based on a process of ATTRITION and subject to a COMPOUND effect, by repeated multiplication across each conversion point.
The absence of a feedback loop makes ACQUISITION very sensitive to even the smallest changes. If various changes occur, this will significantly affect the outcome.
This either leads to ACCELERATED GROWTH or an unexpected CRASH. When your GTM engine breaks, this is what happens.
👉🏽 RIGHT SIDE 👉🏽
On the right side, we learned that revenue from RETENTION and EXPANSION is more complex because they are driven by feedback loops.
This fuels exponential growth and is more stable than the left side.
Positive actions, don't add value in isolation but they feed back to the system, which is like a ripple effect in water. Applying subsequent actions in a continuous cycle.
The right side of the bowtie is therefore very responsive to positive changes.
Minor improvements in product or engagement strategies can lead to disproportionately large gains in recurring revenue. That's exponential growth.
A few tweaks and improvements can lead to hypergrowth, which is built on the foundation of acquisition.
Somehow most businesses are still going all in on acquisition and CS in seriously underserved.
💥 Breaking Down Silos: the key to unlocking non-linear potential 💥
Executives who fail to grasp non-linearity and continue to operate in silos are limiting growth - it's that simple.
We learned via the Mathematical model that everything is connected and everything impacts each other, which is why it's so important to overcome the silo mentality.
Substantial and sustained revenue growth is achieved by making iterative improvements, more so in Retention and Expansion.
🤕 Volatility: the Double-Edged Sword of Nonlinearity 🤕
The SaaS crash in 2022 reminded us of the system's vitality. The GTM systems worked in reverse, where marginal declines across a customer journey led to a steep decline in growth...
Understanding this principle is crucial for future decision-making and managing nonlinear systems effectively.
Quick question: are you managing your non-linear systems? Exactly.
🔑 Embracing Nonlinearity as an Executive Team: the Key to Hypergrowth 🔑
Modern revenue leaders must embrace the mathematics of nonlinearity as we learned in Revenue Architecture's chapter 7.
It's just crucial to adopt a data-driven mentality and implement continuous improvement processes across all aspects of the business.
And that starts with measuring, monitoring, and the data...
This is what fuels and drives hypergrowth in revenue acquisition, retention, and expansion. And what helps you get to accelerated growth.
#growth #revops
🚨 Warning: you MAY learn something ESSENTIAL today 🚨
Bringing us to... THE DATA STRUCTURE.
A foundational corner stone of our GTM model, so if you haven't been listening so far, NOW is a GOOD TIME, to start listening...
Alright kids, follow me, to the Revenue Factory! 👨🔬 🔬. Let's go friends...
Let's overlay a bowtie model with:
📶 Volume metrics (VM [n]): quantity of leads, deals, meetings, and wins ✅ Conversion metrics (CR [N]): how many input is needed for a desired output ⏲ Time metrics (🔺tn): how long it takes to convert input in to output
Quite straight forward, isn't it? Or isn't it? Let's proceed.
📶 Volume metrics (VM [n]) 📶
In figure 6.2 we can see a simplified view of the Data Structure. Do you remember my post about Closed Loop systems? Exactly! Related.
This means we can measure any GTM motion and any overarching GTM system the same way - and compare apples 🍎 with apples 🍏, regardless of terminology - and not with pears 🍐.
E.g. the phases of different sales processes for different gtm motions. Or what is a MQL in different sales processes, right? We can both call them VM2.
Notice how VM1 to VM5 are numbers (input), while VM6 to VM9 (figure 6.3) are expressed in revenue (output).
How you gather, collect and store that data, is also essential for meassuring it. Maybe Pipedrive or sh*tbox CRM wasn't such a good idea, after all... Because it disables you to properly meassure or build the data set to properly meassure what needs to be measured.
We speak of collection, normalization and verification of the data. Typically different parts of the data model's data, also come out of different software and/or departments and has to be "aggregated" as they say and brought together.
✅ Conversion metrics (CR [N]) ✅
With CR we meassure efficiency. How efficient are we at turning input, in to output.
Important: Expansion (CR8), which is growing current customers further in terms of revenue, comes at a fraction of the cost compared to growth from acquisition - much more so, if you don't let your sales people do the expansion (the same like retention), but Customer Success.
⏲ Time metrics (🔺tn) ⏲
With 🔺tn we measure how long it takes (delta) between one variable in to another. Which is not the time of any activity, but the waiting game in between 2 actions before something moves to a next stage (e.g. a contract/sales process)
In ACQUISITION, you wish to SHORTEN time.
In RETENTION and EXPANSION you wish to LENGTHEN the time customers stay.
And we learned by now that increasing a customer's LTV (lifetime value) can have a disproportional impact on the profit...
Good examples are 🔺t1 where the faster you respond to a lead, the more likely they will close in the middle of the bowtie. It's pure science.
Same with the time to onboard, this impacts the changes of success of an adoption enormously. There is absolutely such a thing as MOMENTUM ⏳ - and seizing it, while the iron is hot ⚙ 🔥.
