A senior revenue leader is being added to RDEL Group to accelerate growth across a growing portfolio of digital services and brands. End-to-end ownership of revenue is expected across new business, marketing, partnerships, existing client cross-selling, and commercial operations, with direct collaboration alongside the CEO, President, and the broader leadership team.

This role is built for a proven sales and marketing leader with demonstrable experience operating in a digital consulting or digital agency model who can step in as a player-coach immediately, then scale a high-performing sales and marketing function with strong process, clear metrics, and disciplined execution.

Why this role now

Strong delivery capability and a growing client base have been built, including expansion through acquisitions and new service lines. The next stage requires a dedicated leader to unify go-to-market efforts, rebuild and strengthen pipeline generation, and drive consistent account development through cross-selling and up-selling. Revenue leadership is expected to become a core operating system, not an ad hoc effort.

What will be owned

Revenue growth across the full portfolio, including (but not limited to):

- Website strategy, design, and production
- Support and maintenance retainers
- Performance marketing and demand generation (paid media, CRO, email)
- SEO and content programs
- Creative and video production
- Emerging services as the agency expands (including consulting and AI-enabled offerings)

A cohesive revenue strategy is expected, with sales and marketing operating as one system and sharing targets, reporting, and feedback loops.

Key responsibilities

Revenue strategy and leadership





- A revenue plan that connects targets to pipeline coverage, conversion rates, and execution capacity is established and managed.
- Quarterly and monthly forecasts are maintained with accuracy and defended with data (pipeline health, stage conversion, close timelines, service mix).
- Go-to-market positioning is refined (ICP, vertical focus, offer packaging, pricing posture, proof points).
- Cross-functional alignment is driven so that what is sold can be delivered predictably and profitably, with healthy margins protected.

Recent business sales (hands-on)

- Net-new opportunities are generated, qualified, and advanced through a disciplined process (inbound and outbound).
- Discovery, proposals, and closing conversations are led with confidence, including complex service bundles and multi-stakeholder deals.
- A repeatable consultative sales motion is implemented for professional services (diagnose, scope, value, close).
- Win-loss analysis is captured and translated into improvements across messaging, qualification, and offers.

Account development, cross-sell, and expansion

- A practical account development motion is implemented across the existing client base (account planning, relationship mapping, renewal strategy, and quarterly opportunity reviews).




- Cross-sell and up-sell strategies are built and operationalized across service lines so that clients experience one cohesive partner, not disconnected offerings.
- Client and service “penetration” is improved through packaging, clearer pathways between services, and proactive commercial leadership.

Marketing ownership and demand generation

- A demand generation engine is built that reliably produces qualified pipeline, not vanity metrics.
- Channel strategy is owned across content, paid media, events, partnerships, email, and website conversion performance.
- Brand and messaging are governed so the market hears one clear story and the sales motion is supported with strong assets.
- Marketing ROI is measured against pipeline and revenue contribution, with clear accountability.

Partnerships and channel development

- A partner strategy is rebuilt and scaled, with clear standards for identification, enablement, co-selling, and ongoing relationship management.
- Referral partnerships and channel performance are measured and optimized, with consistent follow-through and cadence.

Revenue operations and process maturity

- CRM discipline is enforced (stages, definitions, activity standards, reporting hygiene).
- A weekly operating rhythm is implemented (pipeline reviews, deal strategy, marketing-to-sales alignment, forecasting cadence).
- Key systems and workflows are improved so revenue becomes predictable and scalable.

What success looks like

In the first 30 to 60 days

- Current pipeline, win rates, service mix, and process gaps are assessed.
- ICP, positioning, and pr

📌 VP of Revenue (Ottawa)
🏢 Craft and Crew
📍 Ottawa