PREPARED FOR RUBRIK · MADISON VANLEEUWEN

Specialists who create deals, not just join them.

A SaaS specialist team that creates demand, expands opportunity and makes the whole field more effective.

Drawn from building global enterprise sales teams, scaling partner-led pipeline and building AI-powered commercial systems.

01 · THE OPPORTUNITY

The specialist advantage.

A great specialist team does more than add technical depth to deals that already exist. It finds demand earlier, opens conversations others would miss, and turns technical complexity into commercial value.

For SaaS protection across Microsoft 365, Google Workspace and Salesforce, that means connecting each workload's risk and recovery needs to the right buyers, building pipeline the business wouldn't otherwise have, and helping the core field win more.

The goal: a specialist team that multiplies enterprise growth.

02 · THE OPERATING MODEL

Create. Expand. Win.

WINS → REFERENCE CUSTOMERS + REPEATABLE PLAYS → NEW DEMAND

01 / CREATE

Demand the business wouldn't otherwise capture.

A specialist-led pipeline engine built on account intelligence, targeted prospecting, partners and real buying triggers.
Plays for new logos and underpenetrated accounts.
Clear ownership and measurement of specialist-sourced pipeline, coordinated with the core account teams.

PROOF$10M+ in qualified enterprise pipeline in two months from a near-zero baseline, as fractional CRO to a cybersecurity team of 10+ sellers.

02 / EXPAND

SaaS protection as a repeatable growth motion across existing customers.

With account executives, SEs, Customer Success and partners, find each account's SaaS workload exposure, rank the opportunities and plan the expansion together.
The specialist grows the opportunity for the core field. They never compete for account ownership.

PROOFThe Google security co-sell program I built at Cyderes contributed to ~$200M in Google bookings. Google then recruited me to train hundreds of its sellers across North America, EMEA and APAC.

03 / WIN

Specialists who earn credibility in the hardest conversations.

Hire and develop sellers who can handle workload architecture, recovery requirements, identity risk, competitive evaluations and executive priorities.
High standards for discovery, technical validation, MEDDPICC qualification, the business case and deal execution.

PROOFHired and led seven AEs to $40M in net-new ARR in one year. Every seller exceeded quota, averaging 120% attainment, and the team won about 75% of its deals.

THE LOOP

Each win feeds the next round of demand.

Wins create reference customers and repeatable plays, which feed the next round of Create.

03 · HOW I'D LEAD

Build the team. Build the motion. Build the number.

01Lead from the field.

Join live deals, hear the objections firsthand, coach discovery and model the standard.

02Clear accountability.

Measure specialist-sourced pipeline, influenced deals, attach and expansion, conversion and forecast quality.

03Develop technical-commercial talent.

Hire for curiosity, technical fluency and judgment in complex buying groups.

04Scale what works.

Turn winning account plays and partner motions into programs.

04 · WHY THIS FITS

I've built the components before.

$40MNET-NEW ARR · ONE YEAR

Seven AEs hired and led. Every one over quota, averaging 120%. Half the company's closed business.

~$200MGOOGLE BOOKINGS

A Google co-sell program built from the ground up. Google then recruited me to scale it.

$10M+PIPELINE · TWO MONTHS

Qualified enterprise pipeline from near zero, as fractional CRO to a cybersecurity sales team.

My experience spans enterprise security selling, including protecting Microsoft 365 environments at Proofpoint, plus global team leadership, ecosystem partnerships and hands-on AI work. The common thread is building repeatable commercial capability, then leading the people who make it work.

05 · WHERE I'D START

Listen first. Build deliberately. Execute quickly.

I'd start by understanding:

The team's strengths and coverage
How specialists and core sellers work together today
Where SaaS pipeline comes from
The expansion opportunity across existing customers
Where technical or competitive friction slows deals
How leadership measures the specialist business

Then I'd set priorities and an operating rhythm with the team and cross-functional leaders.

Let's talk about what's possible for Rubrik's SaaS business.

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