Revenue clarity. Growth that compounds. Leadership that sticks.
We step into PE-backed and growth-stage companies as fractional CRO, COO and Chief Growth Officers. We build what you need, develop the people around you and leave the organization stronger than we found it.
You get an experienced executive who has done this before, without the cost or risk of a full-time hire. We embed, we execute and we build something that lasts.
Fractional Role
Chief Revenue Officer
For companies where revenue is fragmented, the team lacks structure or the next growth phase demands a commercial architecture that does not yet exist. We build the GTM motion, the team cadence and the accountability culture from the ground up.
TechnologyHealthcareSaaS
Fractional Role
Chief Growth Officer
When the business has product and team but the growth engine is missing or stalled. We define the ICP, build the outbound motion, establish partnerships and create the operating cadence that moves revenue consistently.
PE-BackedGrowth StagePost-Acquisition
Fractional Role
Chief Channel Officer
For MSPs, MSSPs and technology companies ready to treat channel as a real growth lever. We build and rebuild best-in-class channel partner enablement programs — from tier structure and compensation to partner recruitment, onboarding and weekly pipeline visibility. We work with end-to-end MSP and technology solution providers ready to grow through channel.
MSPs & MSSPsTechnologyCybersecurity
About
Built on Operating Experience, Not Just Advice
McCulloch & Williams was founded to give growth-stage and PE-backed companies access to the kind of senior revenue leadership that transforms organizations, without the timeline or cost of a permanent hire.
Our principal, Adam Williams, has spent 15+ years in operating roles at companies ranging from high-growth startups to complex multi-acquisition enterprises. He has built commercial teams from scratch, rebuilt demoralized ones post-acquisition and protected large ARR bases through ownership transitions.
His background in teaching and coaching shapes how he works. He does not just solve the immediate problem. He builds the capability around him so the business keeps winning after he is gone.
"I build people and systems equally."
High standards and genuine investment in people are not competing priorities. The companies that grow sustainably are the ones where accountability and trust reinforce each other.
We set clear expectations. We develop the leaders around us. And we build cultures where results are the natural output of how the team works.
Education
Washington and Lee University, BA
The Honor Society of Phi Kappa Phi
3-Year Captain, Varsity Wrestling
Companies We Have Worked With
How We Work
The Frameworks We Deploy
Every engagement is built on proven, repeatable systems. These are the frameworks we bring to every client.
Phase 1 · Weeks 1–3
Knowledge Capture
Goal: Capture current reality and identify structural foundations.
Week 1Engagement Alignment & System SetupScope + Kickoff›
Actions
Leadership kickoff session
Confirm scope, success criteria and decision ownership
Establish working cadence and stakeholder interviews
Begin current-state sales mapping
Deliverables
Engagement CharterCurrent State Sales Map v1
Week 2Founder Sales NarrativeWin Patterns›
Actions
Deep founder interview
Review recent deals — won and lost
Translate founder-led selling into structured process
The ruleDeal type drives how we resource, set time expectations and measure performance. Every deal gets classified at Stage 2. Update if scope changes — that is not a failure, it is useful data.
Dimension
Strong (3)
Moderate (2)
Weak (1)
Problem Severity
Defined pain with measurable impact
Real but not urgent or quantified
Vague dissatisfaction, no consequence
Budget Signal
Budget confirmed or range acknowledged
Likely but not confirmed
No budget signal
Decision Authority
Economic buyer named and engaged
Champion identified, buyer not in conversation
No decision-maker after two conversations
Timeline Clarity
Timeline confirmed with hard driver
Rough timeline. No hard driver
No timeline. Exploring indefinitely
Multi-Thread
Two or more contacts across functions
One primary. Working to expand
Single contact. No access to others
Partner Alignment
Partner engaged and supportive
Partner aware. Not actively involved
No partner contact or unclear
15 – 18
Strong. Advance to Stage 3.
12 – 14
Solid. Advance with plan to close gaps.
10 – 11
Marginal. More discovery needed.
Below 10
Do not advance. Re-qualify or disqualify.
"This feels expensive."ROI concern›
What they really meanUnsure of ROI or worried about internal approval.
How to respond
Re-anchor on what the problem is costing them now. Ask: what does doing nothing cost you this year? Connect the investment to that number.
"We need to think about it."Unvoiced concern›
What they really meanThere is a concern they have not shared yet.
How to respond
Ask directly: is there a specific part of the proposal you want to revisit? Surface the real objection in the meeting.
"We're talking to a few other partners."Validation seeking›
What they really meanThey want to validate you are the right choice.
How to respond
This is normal. Ask what criteria matter most. Position your track record, specialist expertise and responsiveness as specific differentiators.
"Your timeline seems too short."Internal readiness›
What they really meanWorried about internal readiness on their side.
How to respond
Ask what their internal constraints are. Offer a phased approach if needed. Do not pad the timeline to win the deal.
"Can we get a lower price?"Negotiation signal›
What they really meanThey want to feel like they negotiated something.
How to respond
Do not discount without approval. Ask what would make the investment feel right at this level. Sometimes the answer is phased scope, not a price cut.
1
Internal Readiness
Complete the qualification scorecard. Classify the departure reason. Confirm executive sponsor will make first contact. Log everything before any outreach.
Executive sponsor reaches out by phone or personal message. Goal: 30-minute listening call. No pitch.
Gate: Listening call scheduled or direct connection made.
3
Listening Call & Diagnosis
Deal owner leads. Ask what changed, what they are focused on now, what problems remain. No proposal in this meeting.
Gate: Active need confirmed or account closed as not ready.
4
Re-Engagement Proposal
Build a tailored proposal based on what was heard. Address the departure reason directly. Walk it live. Never email first.
Gate: Proposal delivered live. Decision received.
22 – 30
High priority. Pursue now. Executive opens the door within 10 business days.
14 – 21
Qualified. Proceed with care. Confirm partner status and internal contact first.
Below 14
Not qualified. Log it. Set a 90-day review. Do not initiate outreach.
Eligibility ruleA former client qualifies if their last engagement ended within 18 months and they score 14 or above. Beyond 18 months: log with a 90-day review, not active pursuit.
Eight stages from first contact to closed and invoiced. Each stage has defined entry and exit criteria, required activities and coaching triggers.
1
Lead
First contact to qualified opportunity
Pipeline
›
Required activities
Log within 1 business day of first contact
Confirm and document lead source
Initial outreach within 2 business days
Coaching triggers
No activity after 10 business days
Lead source is blank
No next action assigned
2
Nurture
Qualify the problem and name the buyer
Pipeline
›
Required activities
Structured conversation to understand business context
Identify and document the economic buyer by name
Log all touchpoints with next action and date
Coaching triggers
No logged touchpoint in 30 days
No economic buyer named after two conversations
No next meeting on calendar
3
Scoping / Proposal
Build, scope and walk the proposal live
Pipeline
›
Required activities
Formal scoping session with client
Walk the proposal live — never email first
Document mutual action plan
Coaching triggers
Proposal sent without live walkthrough
No executive sponsor identified
No mutual action plan documented
4
Contract Negotiations
Protect the deal through legal
Upside
›
Required activities
Assign a single internal legal owner
Set milestone billing structure before advancing
Escalate if legal exceeds 10 business days
Coaching triggers
Legal open 10+ days without escalation
Work started before contract signed
No single legal owner assigned
5
Committed / Awaiting Signature
Name who is holding it up
Commit
›
Required activities
Set and maintain the Waiting On field
Follow up with blocking party within 2 business days
Begin preparing handoff brief
Coaching triggers
Waiting On field blank or not current
5+ days in stage without documented follow-up
Work started before signature received
6
Closed Won / Handoff
Pass the baton cleanly
Closed Won
›
Required activities
Handoff brief within 3 business days of signing
Introduce client stakeholders to delivery in writing
Log all four handoff criteria as complete
Coaching triggers
Handoff brief incomplete or late
Delivery team has not confirmed acceptance
7
Delivery Active
Stay visible. Surface expansion early.
Closed Won
›
Required activities
Track hours weekly against forecasted hours
Account owner reviews bi-weekly for health risks
Surface expansion before project ends
Coaching triggers
Hours not tracked weekly
Expansion not surfaced before project end
8
Invoiced / Closed
Invoice on time. Complete the expansion review.
Closed Won
›
Required activities
Invoice within 5 business days of milestone
Complete expansion review before closing
Document win notes and lessons learned
Coaching triggers
Invoice not issued within 5 days
Deal closed before payment confirmed
No expansion review completed
Leading indicators
Qualified opportunities
New deals entering Scoping/Proposal per week
Target: 2 per week
Average days in stage
How long deals sit before moving
Alert at 14+ days
Multi-thread ratio
Deals with 2+ named client contacts
Target: 80%
Pipeline coverage
Total pipeline vs. monthly revenue target
Target: 3x minimum
Close plan completion
Upside/Commit deals with active close plan
Target: 100% at Commit
Days to invoice
Contract signed to invoice issued
Max: 5 business days
Four stages covering account baseline through active recovery. Retaining and growing existing clients is a distinct discipline from new logo pursuit.
Client's addressable spend currently with your firm vs. competitors
Reviewed quarterly
Days since executive touch
Since meaningful interaction with a senior client stakeholder
Alert at 30+ days
Renewal date coverage
Active managed services accounts with documented renewal date
Target: 100%
At-risk account count
Accounts currently flagged with active recovery plan
Reviewed weekly
Expansion in pipeline
Active expansion opportunities from existing accounts
1+ per account per quarter
Every client account routes to one of three paths based on relationship health and contract status. Complete the snapshot and health assessment first. Save overrides Renew. Renew overrides Upsell.
Path A: Upsell
Upsell is not a pitch. It is a discovery and qualification process. Use the same rigor as a new logo opportunity: real problem, real budget, real timeline, real decision maker.
Renewal is not automatic. Start 60 days before the renewal date. Confirm scope, surface any concerns and deliver the renewal agreement no later than 30 days before renewal.
Readiness checklist
Renewal date documented in CRM
Conversation initiated 60 days out
Scope confirmed or change documented
Agreement prepared and delivered 30 days before renewal
Open delivery issues resolved
Action sequence
1
Initiate renewal conversation 60 days out
2
Confirm or document scope changes
3
Prepare and deliver agreement 30 days before renewal
4
Confirm client acceptance in writing
Path C: Save
Flagging an account at risk is the right call. Not flagging it and losing the account is the failure. Recovery plans must be created within 48 hours. Move fast.
At-risk signals
Client re-org or leadership change
Primary contact departed or reassigned
Consistent delivery complaints
Health score dropped below 3.0
No executive interaction in 30+ days
Invoice overdue with no follow-up
Action sequence
1
Flag at-risk in CRM within 48 hours
2
Notify leadership same day
3
Written recovery plan within 48 hours
4
Executive touchpoint within 10 business days
5
Weekly touchpoints until resolved
Relationship health score — how path selection works
4.0 – 5.0
Healthy and strong
Default: Upsell or Renew. Stay proactive.
3.0 – 3.9
Stable — watch closely
Default: Renew with caution. Executive touchpoint this month.
Below 3.0
At risk — act now
Default: Save. Recovery plan within 48 hours.
Health score dimensions
Delivery quality — we do what we said we would do, on time25%
Stakeholder relationship — key contacts trust and like working with us25%
Responsiveness — we reply quickly and communicate proactively20%
Value perception — the client feels the investment is worth it20%
Executive alignment — senior client leaders are engaged and supportive10%
A channel program built from scratch in 90 days. Not a strategy document. An operating program with signed partners, deals in pipeline and a CRM configured for weekly visibility. Built for MSPs and MSSPs in the $20M to $200M revenue range.
The honest truth about most channel programsA logo wall is not a channel program. Signed agreements that never produce a referral are not a program. A real channel program is an engine with defined partner types, a clear compensation structure, a repeatable onboarding process and metrics that tell you weekly whether it is working. Most MSPs leave 20% or more of potential revenue on the table because of it.
Decision 1: Name your tiers for what partners do, not where they rank
Tier 1
Connector
CPAs, advisors, telecom agents, compliance consultants, PE advisors
What they do
Make introductions. You close and deliver.
What they earn
8–12% of MRC for full initial contract term. Recurring.
Tier 2
Builder
VARs, regional MSPs without NOC or SOC, system integrators
Your team can operate it without ongoing consulting
90-Day Report
Results report and Year 1 roadmap
Three-Tier Structure
Connector, Builder and Integrator fully defined
Built to Run Internally
Foundation designed for independent operation
The conversation starts with one questionWhat does your channel program look like today, and what do you need it to look like 12 months from now? The full program document is available upon request.
Track Record
Results That Speak Clearly
Every engagement is different. The standard stays the same.
2025 – Now
Edgelogix
Chief Growth Officer
Built the full commercial engine from zero. $2M pipeline in six months. AI-powered SDR program created scalable top-of-funnel activity. AWS and Databricks partnerships established.
2024 – 2025
Lightedge
Chief Customer Officer
Managed ~2,000 customers and ~$200M ARR post-acquisition. Rebuilt customer engagement from transactional to relationship-driven. Revenue erosion reduced to below 1%.
2023 – 2024
Connectria (acquired by Lightedge)
Chief Customer Officer
Churn reduced from 3% to 0.5% in 12 months. NRR lifted from 92% to 107%. Expansion share of MRR grew from 35% to 59%.
2021 – 2023
McCulloch & Williams (Advisory)
Founder & Principal
Revenue strategy and GTM advisory for PE-backed companies. Acting CRO for an ecommerce platform, building a national GTM team from scratch including recruiting, onboarding and performance standards.
2020 – 2021
Liquid Web & Nexcess
Chief Revenue Officer
First CRO following combination of two businesses. Unified sales, marketing and customer experience across $140M+ ARR. Built renewals and expansion infrastructure from zero.
2007 – 2020
Rackspace
Senior Sales & Marketing Leader
Ran sales and marketing for a $170M division. Inherited a broken Private Equity practice, rebuilt it from the ground up and helped win the largest deal in Rackspace history at the time.
Where We Work
Deep Experience. Focused Sectors.
Technology
SaaS and cloud-managed services
MSPs and MSSPs — end-to-end technology solution providers
PE-backed technology platforms
Post-acquisition integration
Growth-stage technology companies
Enterprise and mid-market GTM
Cybersecurity
MSSPs and security-focused managed service providers
Compliance-driven buying environments
Partner ecosystem design and channel enablement
Recurring security revenue growth
GTM strategy for security service providers
Let's Talk
Ready to Build Something That Lasts?
If your growth is fragmented, a transition is underway or the next phase demands something your organization has not yet built, this is the conversation to start.
