Wendy Marder

Most of my work begins when growth gets harder—not because the market disappears, but because the systems, incentives, and assumptions no longer fit the business that’s emerging.

I work at the intersection of revenue strategy, operations, and organizational psychology, helping companies bring clarity to how they grow. That often means stepping into complex GTM environments and aligning sales, marketing, and customer success around shared definitions, trusted data, and clear accountability—then building operating rhythms leaders can actually rely on.

My background spans global revenue strategy and operations roles across public companies, private equity–backed firms, and professional services organizations. The context changes, but the pattern is consistent: simplify what’s over-engineered, modernize what’s outdated, and design systems that support both performance and people.

I’m often brought in when forecasting feels unreliable, compensation models no longer reflect reality, or teams are working hard without a clear sense of leverage. I focus on segmentation and coverage models, compensation design, CRM and BI ecosystems, and the governance that turns data into executive decision-making—not noise.

A few things I’m known for:

• Creating GTM structures that scale without breaking trust
• Designing compensation and quota models that balance fairness, performance, and growth
• Turning fragmented data into executive-level insight
• Building alignment across functions without formal authority
• Developing talent by recognizing capability before it shows up on paper

How I work matters as much as what I build. I’m calm in ambiguity, direct without being abrasive, and deeply invested in bringing people along through change. I care about why systems fail—not just how to fix them—because sustainable growth depends on both psychology and process.

Colleagues describe me as a steady presence in high-pressure environments—someone who can translate between executives and operators, and a partner who values clarity over theatrics.

I continue to work with organizations that value thoughtful execution, honest data, and leadership grounded in reality—not slogans.

Most of my work begins when growth gets harder, not because the market disappears, but because the systems, incentives, and assumptions no longer fit the business that’s emerging.

I work at the intersection of revenue strategy, operations, and organizational psychology, helping companies bring clarity to how they grow. That often means stepping into complex GTM environments and aligning sales, marketing, and customer success around shared definitions, trusted data, and clear accountability, then building operating rhythms leaders can actually rely on.

My background spans global revenue strategy and operations roles across public companies, private equity–backed firms, and professional services organizations. The context changes, but the pattern is consistent: simplify what’s over-engineered, modernize what’s outdated, and design systems that support both performance and people.

I’m often brought in when forecasting feels unreliable, compensation models no longer reflect reality, or teams are working hard without a clear sense of leverage. I focus on segmentation and coverage models, compensation design, CRM and BI ecosystems, and the governance that turns data into executive decision-making, not noise.

A few things I’m known for:

• Creating GTM structures that scale without breaking trust
• Designing compensation and quota models that balance fairness, performance, and growth
• Turning fragmented data into executive-level insight
• Building alignment across functions without formal authority
• Developing talent by recognizing capability before it shows up on paper

How I work matters as much as what I build. I’m calm in ambiguity, direct without being abrasive, and deeply invested in bringing people along through change. I care about why systems fail—not just how to fix them, because sustainable growth depends on both psychology and process.

Colleagues describe me as a steady presence in high-pressure environments, someone who can translate between executives and operators, and a partner who values clarity over theatrics.

I continue to work with organizations that value thoughtful execution, honest data, and leadership grounded in reality, not slogans.

Masters in I-O Psychology - Capella University

Bachelors in Information Systems - Drexel University