GTM systems consulting and executive coaching for leaders asked to deliver AI transformation
The board asked for AI transformation.Nobody handed you a first move.
The pressure is real. Sixty-one percent of CEOs told BCG this spring that their boards are rushing AI transformation, and CEOs now put about a third of their own performance review on AI returns. That pressure lands on the revenue leader, the COO, and the CTO, usually with a set of pilots that never reached production and no agreed view of what to do next. I work with leaders in exactly that spot, as an operator who has run these systems and as a certified executive coach who helps leadership teams change how they run.
The first step is a thirty-minute conversation. Share your goals and the challenges in front of you, and we will explore together how I can help.
Who this is for, and the question each of them brings me
AI transformation
AI doesn’t fix a broken GTM system. It scales it.
2026 was the year to experiment. 2027 budgets are being written against results. The reasons AI initiatives stall are well documented and they are rarely about the technology.
Most AI pilots die in the handoff. Gartner’s sales research put it plainly this summer: AI agents “are only as effective as the systems they operate within.” Fragmented data, workflows that were never redesigned, and tools layered onto unclear ownership are what consume the return. Most B2B companies try to automate and scale a revenue engine they have never mapped, and adding more AI to a disconnected system makes that worse rather than better.
So the first move is not another tool and not a twelve-month program. It is a clear picture of how your revenue system actually runs, an honest view of where the friction is, a sequenced plan for what to fix first, and a first change that is live and measurable within weeks. AI automation is one of the instruments in that plan, applied where the foundation can hold it.
Where do we start?
With the system as it exists today. I map how revenue moves through your company, identify the friction points and what each one is costing, and sequence the fixes so that each change makes the next one easier.
What do we tell the board?
Three measures they can check without a briefing: one named use case with a named owner, something running on real data within weeks, and by quarter end one decision that AI informed. Easy to measure, hard to fake.
Will our people actually use it?
Every change lands on people, so change management, facilitation, and executive coaching are inside the engagement rather than sold beside it. A process or a tool that nobody adopts is a failed one, whatever the demo looked like.
Sources: BCG, CEO and board survey, May 2026 · Gartner Sales, July 2026
A distinction worth making
AI adoption is not AI transformation.
Most companies that feel stuck have done the first and are being asked for the second. The difference is not how many tools are in use. It is whether the way the business runs has changed.
Adoption
People are using AI tools. Licenses are active, a few teams have pilots, and there are productivity stories in the all-hands. The org chart, the process, the handoffs between teams, and the numbers the board looks at are the same as last year. If this describes you, you are in good company: it describes most companies right now.
Transformation
The way the business runs has changed. A process is different, a handoff between two teams has been redesigned, decisions are made on better information, and some of the work is done by automation rather than by people. Something measurable moved, a named leader owns it, and the next change is easier because of the first one. This is what the board is asking for.
How I work
Understand. Build. Enable.
There is no one-size-fits-all engagement. Every one starts with understanding your goal, what you have already tried, and where the friction is. If you know, I validate. If you are not sure, I help you find out. Then we build the plan together and I help your leaders and teams carry it out.
01
Understand
Map your GTM system end to end, surface what is broken, size what it is costing, and prioritize what matters most. Most leadership teams have never seen this drawn, and the picture alone changes the conversation.
02
Build
Design and implement the processes, playbooks, operating cadences, and, where the foundation can hold it, the automations that close the gaps. Sequenced so that each change makes the next one easier.
03
Enable
Coach your leaders and teams to own the system and sustain it as you scale. Change management is not a separate line item; it is the part that decides whether any of the rest gets used.
Executive coaching
The plan is the easy part. Leading people through it is the work.
Most consultants hand you a plan and leave. Most coaches help you grow but do not know your revenue system. I am an ICF-certified executive coach through the Hudson Institute who has also run the revenue teams the plan lands on, and that combination is the difference between a transformation that gets adopted and one that gets shelved.
Coaching for the leader carrying the mandate
The CRO who inherited a broken system. The COO asked to lead an AI transformation without a playbook. The founder learning to lead through a leadership team instead of around it. One-to-one work on the decisions, the conversations, and the habits that the next twelve months will demand.
Facilitation for the leadership team
Alignment on the why, the sequence, and the pace. Structured working sessions where the executive team makes the real decisions in the room instead of in hallways afterward, and leaves with named owners and a shared story to tell their teams.
Change management built into the engagement
Who owns each change, what the team stops doing, how the weekly cadence shifts, and what leadership has to model. Pacing and sequencing so the organization can absorb it. This sits inside every engagement rather than beside it, because a change nobody adopts is not a change.
Coaching is also available on its own, for leaders and teams navigating change with or without a systems engagement. See the three ways to engage.
What clients say
From leaders I have worked with.
“Beth has a unique ability to reframe thinking, challenging what may have once made sense and asking whether it still does. Her methodical, thoughtful approach helps companies build the right systems to scale effectively. I worked with her both as an executive coach and as a fractional Head of GTM, and I learned something new from her nearly every day.”
Taylor Ross
COO, Issuetrak
“Beth is my top choice for anything related to client success and revenue. She excels in revenue architecture and service operations, and I have yet to encounter anyone with such an outstanding ability to deliver high-quality work focused on maximum value for customers. Beth began coaching me three years ago and has single-handedly restored my confidence while enhancing my operational acumen. She is truly exceptional.”
Titilayo Golden
Chief Operating Officer, NationSwell
Why me
Three things have to be true for AI to pay in a revenue engine.
Someone who knows where the friction hides, someone who can build across the systems you already own, and someone who can get a leadership team to run differently. I have done all three from the operator seat, and when the work needs a technical build I bring in the firm I co-founded to do it.
Coach, not just consultant
ICF-certified executive coach through the Hudson Institute of Coaching. That training shapes how I approach change management, organizational transformation, and the way leadership teams communicate through it. It is why the work gets adopted rather than shelved.
Operator, not just advisor
Twenty-five years across every part of the GTM system, running customer success, business operations, and revenue teams at companies scaling from twenty million to several hundred million. I know where the friction hides because I have lived inside it, with my own numbers on the line.
Systems thinker: simple is not easy
Five years as a Revenue Architect at Winning by Design, teaching more than 3,000 GTM leaders. I break complex problems apart and design solutions teams can execute consistently, because consistent execution is what drives sustainable growth.
When the work needs technical architecture or a build, I bring in Cognitive Edge, the firm I co-founded with Ernesto Humpierres. Same approach, same plan, carried through to deployment inside your own environment, with your team owning the result.cognitive-edge.ai
FAQ
Questions leaders ask me.
Answered the way I would answer them in the room. Click a question to open it. Questions about working with me are on the How I work page.
What is AI transformation, and how is it different from AI adoption?
Adoption means people are using AI tools. Transformation means the way the business runs has changed: the process is different, the handoffs between teams are different, decisions are made on better information, and some of the work is done by automation rather than by people. In a revenue organization the changes that matter most are in the handoffs between functions, because that is where the hours and the errors accumulate. If the org chart, the process, and the numbers look the same as last year, what you have is adoption.
Why do most AI pilots fail to reach production?
Because of the system they were dropped into, not the technology. Deloitte’s 2026 survey found only a quarter of organizations have moved even 40 percent of their pilots into production. Gartner’s sales research names the causes: fragmented data, poor workflow integration, and agent sprawl. A pilot on demo data proves the model works. It says nothing about whether your data holds, whether the decision is decidable, or whether anyone owns the outcome. Understanding that system first is where my work begins.
Our board wants an AI transformation plan. What should be in it?
Three success measures the board can check without a briefing. One named use case with one named owner and the metric it is meant to move. Something running on your own real data within weeks, rather than a vendor demo. And by the end of the first quarter, one decision made by a named leader that AI informed. A plan built on those three measures shows progress the board can fund again; a plan without them is a list of tools.
How long does it take to show results?
A clear map of the revenue system and its friction points in two to three weeks. A first change live within roughly ninety days. A measured result against a comparison group by the quarter after that. Fast enough for a board that wants results before the next budget cycle, and slow enough to be real.
Should we fix our data and processes before deploying AI?
Fix what the first change needs, not everything. Every candidate for automation gets four questions: is the data usable, is the decision decidable, is there a defined action on the other side, and does someone own the outcome. Where it fails on data, that specific gap closes first as a scoped piece of work. Trying to fix the whole foundation before changing anything is how companies spend a year on data hygiene and ship nothing. Building on top of a broken base is how they ship something nobody trusts.
Do you do coaching, consulting, or both?
Both, and the mix depends on what your organization actually needs. Some engagements are a focused project on the GTM system. Some are fractional revenue leadership for a season. Some are executive coaching for a leader or a team going through change. Most involve more than one, because a system change that nobody adopts is not a change. I am an ICF-certified executive coach through the Hudson Institute, and that training shapes how I approach change management as much as it shapes one-to-one coaching.
What is the role of change management in AI transformation?
It is most of the work. BCG puts it at seventy percent people and process, twenty percent data and technology, ten percent algorithms, and my years running revenue teams agree. So it sits inside the engagement: who owns the change, what the team stops doing, how the weekly cadence changes, and what leadership has to model.
What happens when the work needs a technical build?
I bring in Cognitive Edge, the firm I co-founded with Ernesto Humpierres. Cognitive Edge designs and builds the technical architecture and automations inside a client’s own environment, and the client’s team owns the result. The plan we build together at Elevate carries straight through, so nothing gets re-diagnosed and nothing gets lost in a handoff.
Talk to me.
Tell me what the board is asking for, where you think the friction is, and what you have tried so far. I read every one of these and reply myself.
Or leave a note here and I will come back to you within a business day.