Growth isn't a slide deck. It's a system.

Aliado (ah-lee-AH-doh). Spanish for an Ally or a Partner-in-arms.

Most scaling companies don't have a growth problem. They have a connection problem.

Sales, customer success, partnerships, and operations each get optimized alone, and revenue leaks at every handoff. We connect them into one revenue growth ecosystem, closing the feedback loop between go-to-market, customers, and product that creates real revenue scale. And we are measured on what comes out of it: pipeline built, revenue won and kept, and a team that can run it without us.

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The problem

The number is leaking before it reaches the board

Your sales team closes. Your customer success team renews. Your partner team builds pipeline. Your product team iterates on assumptions, not the buyer impact that drives revenue. Each function reports its own win, while pipeline drops at the handoffs, deals slip a quarter, and churn surprises you after it's too late to fix.

For a CEO or CRO, that friction shows up as a number the board doesn't trust. For a PE or VC sponsor, it shows up as a value-creation plan that reads well on paper but doesn't compound in practice, and as EBITDA or ARR that misses the underwriting.

The fix isn't another headcount or another platform. It's connecting what you already have until it converts to revenue.

Who we work with

For the leaders who own the number, and the sponsors who underwrite it

Series A

20 to 75 employees · Series A or equivalent

Challenge: You've found product-market fit and now have to build a repeatable revenue motion before the next round, but the founders are still carrying every deal.

Scale-up

50 to 200 employees · Series B/C or equivalent

Challenge: You're hiring functional leaders faster than you're building the connective tissue between them, and growth is getting expensive.

Growth stage

200 to 500 employees · pre-IPO or late stage

Challenge: Operational complexity has outrun your coordination, and the growth now has to be predictable enough to underwrite.

PE-backed & late stage

100 to 1,000 employees · PE-backed or public

Challenge: Investors want efficient growth, and holding margin at this scale takes more than another headcount.

Sound familiar?

Growth has plateaued even though the team keeps getting bigger
Every function reports green and the number still misses
Nobody can say which growth spend actually paid back
The board wants predictability you can't yet promise
Operational chaos is starting to reach your customers
You own the number and you're out of levers you trust

Alexandria Warren

Founder & Principal, Aliado Advisory LLC

Who you're actually hiring

An operator, not an advisory bench

"I've built these motions under real executive pressure, with real budgets and real turnover, and I'd rather build them with your team than describe them to you."

~10 years

Inside one high-growth company, from single-digit-million revenue through 100x growth and a $400M capital raise.

6 functions built or rebuilt

Partner programs, solutions consulting, sales effectiveness, customer success, a service product line, and an M&A service offering.

Service-to-SaaS

Helped a service product evolve into a SaaS company and led sales effectiveness through the transition.

Read the full background

What we do

The Growth Connection Framework

One methodology, five connected stages. It's what we sell and how every engagement runs, judged on pipeline, revenue, and the team that keeps it going, not on the elegance of the model.

01
Audit
Map how revenue actually moves today, every function, handoff, and data source, so leaks stop hiding in plain sight.
02
Analyze
Size the leaks in dollars: pipeline dropped at handoffs, win rate lost to poor qualification, expansion never asked for.
03
Prioritize
Sequence by revenue impact and effort, so early wins fund the next moves and show up inside a quarter or two.
04
Connect
Align incentives, shared KPIs, and operating rhythms across sales, customer success, partners, and product, with marketing as a connected partner.
05
Accelerate
Tune against agreed metrics and transfer ownership until the number holds without us and keeps compounding.

Built firsthand, not observed from the outside

The operating history behind the framework

Built the functions. Launched the businesses. Led the organizations that carried them.

Alexandria spent nearly a decade inside one company as it scaled through a $400M capital raise. She built and rebuilt growth functions, launched new businesses, and led teams through acquisitions, restructures, and changing leadership. Each function had to perform on its own and feed the others. That work became the Growth Connection Framework.

Functions built and rebuilt

Designed, staffed, and run inside the business.

Partner Programs

A partner only counts if it drives revenue

Rebuilt partnerships around the science of sales: partner ICP and growth goal fit, customer overlays that matched partner reach to the account base, and alliances chosen to fill one another's product gaps. An account executive field engagement model put sellers in the field, compensation tied to real results, and activity metrics showed which motions produced revenue.

What moved: Partner pipeline measured on the same terms as direct, on a leaner team.

Sales Effectiveness

Sellers who lead with the customer's problem

Shifted sellers from pitching the product to uncovering true business pain. Qualification separated real deals from wishful ones, deal inspection caught trouble early, and coaching lifted the whole team, not a handful of hero sellers.

What moved: Forecast variance fell and the forecast became something the executive team could plan on.

Technical Sales

Presellers who win the business case

Built solutions consulting on intentional discovery, compelling storytelling, and scoping standards that protect delivery margin. Solutions architects connected client systems into an expanded growth channel after the close. Not demo jockeys.

What moved: Deals involving solutions consulting won more often and at larger sizes.

Customer Success

Retention and expansion tied to revenue

Founded customer success for the accounts that mattered most: journey, playbooks, engagement rhythm, measures, and training. A health index surfaced risk and expansion early, and advocacy turned satisfied customers into proof that helped sell.

What moved: Satisfaction and advocacy rose while risk became visible earlier.

Businesses and motions launched

The new revenue those functions created.

A partner led revenue motion

Stood partnerships up as a revenue channel rather than a logo wall, with commercial terms written into partner statements of work and embedded delivery extending the motion into partner accounts.

What moved: It grew into a channel measured on the same terms as direct.

A new product line

Owned strategy, pricing, go to market, and delivery for an international recruiting product with no dedicated marketing spend.

What moved: It grew year over year with strong margins.

A professional services line for M&A

Led presales and delivery, turning a client's acquisition needs into a repeatable commercial offering.

What moved: It created recurring revenue from work the company had not monetized before.

Organizations led through change

The leadership that kept it standing.

Hiring and rebuilding

Hired every team she built. When strategy shifted and the talent no longer fit, she restructured quickly and deliberately.

What moved: The teams changed with the strategy instead of protecting an outdated structure.

Integration and redesign

Led post acquisition integration across multiple acquisitions with Legal, Corporate Development, and Operations, then helped design the organization that followed.

What moved: Operating capacity increased across the combined teams.

Global customer experience and delivery

Ran customer experience, HR services, immigration, benefits, and customer success across international markets, reporting to the COO through rapid growth and acquisitions.

What moved: Customer experience and delivery kept moving through major organizational change.

Where the value compounds

The advantage is not any one function. It is how the functions reinforce each other.

What solutions architects learn in the field shapes the partner ecosystem and the integrations built around it.

Partner incentives connect to direct seller compensation so both teams pull toward the same revenue result.

Customer health signals surface risk and expansion early enough to shape the quarter, not explain it afterward.

Executive relationships with advisory firms become joint go to market motions and qualified referrals. The work is built for cross border growth, informed by graduate study in global finance, trade, and economic integration.

See the full methodology and every service line

Ways to work together

A project with a finish line, or a seat in the org chart

Most engagements start as a fixed-scope project. Some companies need the operator in the seat instead. Either way, the measure is the same.

Fixed scope

A growth engagement

A defined problem, a defined finish. One function that's clearly costing you revenue, two or three that leak between them, or the whole motion rebuilt end to end. 8 to 26 weeks depending on the scope.

The deliverable is the fix. The result is pipeline that converts, a team that can run it, and increased revenue.

See the three project models

Ongoing

A fractional seat

When the fastest path to the number is someone inside the org chart, I take the seat as fractional CRO, COO, or Chief of Staff, carrying the target, running the operating rhythm, and sitting in the board update.

The deliverable is the seat and the operating rhythm. The result is increased revenue that holds when a permanent leader takes over.

Discuss a fractional engagement

Fractional CRO

Own the revenue number end to end across forecast, pipeline, sales, customer success, and partner motions, while building the operating system a permanent CRO can step into.

Fractional COO

Run the operating rhythm: planning, cross-functional execution, and the measures that connect your market-facing teams to delivery, margin, and capacity.

Chief of Staff

Sit next to the CEO and board, turning the value-creation plan or growth thesis into owners, sequence, and a reporting rhythm sponsors can underwrite.

Let's make the number your board and sponsor can underwrite

Start with a conversation. We'll map where revenue is leaking today, and what closing those leaks is worth over the next four quarters.

Free diagnostic

The Growth System Diagnostic

A short self-assessment that pinpoints where you're losing revenue: deals lost late, renewals slipping, expansion never asked for, and what each leak is likely costing you this year.

No newsletter. No sales sequence. Just the diagnostic.