McCarthy Solridge partners with PE-backed, venture-stage, and enterprise organizations to design revenue models, stand up GTM operations, and convert complex account portfolios into long-term strategic value.
We work with leadership teams navigating revenue model transitions, market entry, operational turnarounds, and enterprise account transformations.
Transition from legacy pricing to scalable SaaS frameworks. We design contract structures, pilot-to-purchase models, and deal economics that create predictable recurring revenue and position the business for institutional exit or capital raise.
Build the go-to-market function from zero or restructure one that isn't producing. We define segmentation strategy, account planning frameworks, pipeline infrastructure, and the operating cadence that connects sales activity to board-level outcomes.
Turn at-risk enterprise relationships into expanding strategic partnerships. We establish cross-functional accountability frameworks, align stakeholders across matrixed organizations, and elevate commercial relationships to the C-suite level.
Support PE and VC firms evaluating commercial viability of target investments or existing portfolio companies. We assess GTM infrastructure, revenue model sustainability, account concentration risk, and operational scalability.
Representative engagements across PE-backed turnarounds, venture-stage commercial builds, and enterprise account transformations.
A PE-backed company's B2B segment (~$5M, 25% of total revenue) had zero new logos, negative EBITDA, and a legacy evergreen contract model producing no recurring revenue. The PE-appointed turnaround leader needed a commercially viable model proved within 120 days.
Chartered a 36-month SaaS licensing framework, standardized contracts to eliminate legacy risk terms, and established ROI models adopted by the full sales team. Closed the first deal within 120 days and the segment's largest deal in over two years ($767K TCV).
Added $1.2M in net-new bookings to the segment in Year 1. EBITDA shifted from negative to positive.
A healthcare AI company approaching Series B had no functioning commercial operation after the VP of Sales departed. The CEO needed enterprise payer logos sourced, a GTM infrastructure stood up, and a payer strategy defined for the board, all within a 12-month window before the next raise.
Stepped into VP-level ownership of the commercial function, directing a cross-functional team of eight across product, marketing, and BD. Built the account planning framework, defined the payer segmentation strategy, and chartered an AI-powered POC that exceeded SLA thresholds.
Grew the payer client portfolio 30% (9 to 12 logos). Contributed to ARR growth from ~$30M to $40M. Payer strategy adopted by the board for subsequent planning.
A health plan data platform's largest accounts were at risk of churn within weeks. One account was 14 days from termination with a competitor actively piloting. Another was in an end-of-term RFP defense with misaligned stakeholders.
Established accountability frameworks across internal, client, and cross-functional teams. Directed the development of a custom analytics capability that became the centerpiece of the renewal strategy. Chartered a cross-functional data modernization initiative aligning senior leaders across product, engineering, and enterprise data strategy.
Both accounts retained and expanding. One became a potential strategic investor. Awarded Customer Account of the Year. Analytics capability now being productized for company-wide deployment.
Every engagement I've led has followed the same pattern: an executive puts me in charge of a commercial function that needs to be built, fixed, or scaled, and I make it work.
Before founding McCarthy Solridge, I spent a decade operating inside the companies I now advise. I've reported directly to CEOs, been recruited by PE-appointed turnaround leaders, and been selected by senior leadership teams to take ownership of revenue segments where the outcome mattered.
That operating background shapes how I work with clients. I don't deliver slide decks and leave. I embed in the business, mobilize the right people, build infrastructure that outlasts the engagement, and stay accountable to outcomes.
My focus is commercial strategy and GTM in healthcare, SaaS, and IoT environments, but the operating principles transfer. If an organization is at an inflection point and the commercial function needs to work differently, that's where I do my best work.
Whether you're evaluating a portfolio company, standing up a commercial function, or navigating an enterprise account transformation.
ryan@mccarthysolridge.com