Allison Heil

A SaaS company that provides real-time machine monitoring and operational analytics to manufacturers, helping them improve efficiency, reduce downtime, and drive continuous improvement through data.

• Core member of the executive leadership team, reporting to the CEO to drive GTM strategy and operational alignment.
• Leading company-wide revenue operations across forecasting, sales execution, customer segmentation, and post-sale integration—scaling systems to support the transition from early stage to hyper-growth.
• Oversee full-funnel ARR reporting (new, expansion, churn), forecasting models, and incentive plan design across GTM functions.
• Rebuilt HubSpot CRM using the Winning by Design SaaS methodology; integrated Gong and 6sense to enforce MEDDPICC rigor, and automate funnel visibility.
• Implemented GTM segmentation, territory mapping, and automated lead routing workflows to improve coverage, accountability, and conversion velocity.
• Built executive ARR dashboards used in investor and board reporting to inform strategic planning and financial forecasting.
• Designed a structured deal support request process to embed Solution Engineering into technical sales cycles, and improve win rates.
• Created refunneling workflows for dormant opportunities using intent data and expiration triggers to revive high-potential deals.
• Developed telemetry-driven onboarding templates to accelerate time to value and standardize expansion readiness across customer segments.
• Assumed interim CRO responsibilities: managed AEs and Solution Engineering, owned new logo and expansion revenue targets, and led GTM strategy optimization.
• Assumed interim VP of Business Operations responsibilities: lead company-wide strategic initiatives (replacing OKRs), spanning ARR, NDR, GDR, product roadmap, and GTM positioning.
• Co-own the financial model and board reporting strategy in partnership with Finance and the CEO, ensuring alignment on growth planning and investor communications.

• Expanded focus from team leadership to end-to-end operational excellence across post-sale revenue, forecasting, and systems.
• Responsible for post-sale revenue targets (GDR and NDR), operating plans, and strategic planning cycles in collaboration with the CEO, and CRO.
• Oversaw over $6 million in post-sale ARR, and implemented scalable processes for renewals, expansions, onboarding, and support.
• Led GTM hiring and onboarding for CSEs, AEs, and Support; standardized team ramp plans, and tracked onboarding progress.
• Laid the foundation for the transition into company-wide Revenue Operations and GTM strategy leadership.

• Led all post-sale functions (Customer Success, Support, and Account Management), directly owning GDR (88%) and NDR (112%) outcomes. Growing Amper's ARR from less than $700K to $5.2M.
• Hired, trained, and managed a team of 6–10 (CSEs, Account Managers, Support Reps), while maintaining a personal book of business as a player-coach.
• Owned all post-sale commission plans and goal setting.
• Implemented HubSpot CRM to track post-sale motion.
• Updated the internal measurement system for customer health.
• Launched the NPS system in HubSpot.
• Restructured the CS org to include Account Managers, resulting in improved renewal and expansion execution.
• Personally closed Amper’s largest expansion deal, while designing scalable processes for onboarding, QBRs, support SLAs, and CS cadences.
• Partnered with Product to operationalize customer feedback loops and manage release communication.
• Contributed directly to product-market fit iterations and go-to-market messaging by surfacing patterns in customer usage and value.

• Joined as employee #10, reporting directly to the CEO during Amper’s earliest GTM phase, and helped scale ARR from $450K to $6.5M.
• Owned implementation for new customers, including onboarding, training, and support, accelerating time to value.
• Built the first customer health scoring model based on product telemetry, enabling early risk detection and proactive outreach.
• Created a centralized customer feedback loop between CS and Product, resulting in a structured input, sprint, and release workflow.

One of the largest privately held manufacturers and distributors of medical supplies, providing healthcare solutions across hospitals, clinics, and long-term care facilities worldwide.

• Led a $700K capital project to implement case sealers across four manufacturing plants (U.S. and Mexico), overseeing equipment selection, installation, training, and ROI validation.
• Identified the root cause of shipping-related box damage—Medline’s top cost driver—and implemented cross-functional process changes, saving $500K annually.
• Mapped value streams across four facilities to identify and prioritize engineering improvement opportunities at the enterprise level.
• Collaborated with cross-site operations teams to assess packaging materials, sterilization processes, and loading methods, improving product protection in transit.
• Mentored and managed two summer interns, assigning high-impact projects, and tracking performance metrics tied to departmental goals.

A diversified manufacturing company that produces engineered components for automotive, power, and industrial markets, with a focus on innovation and operational excellence.

• Led the cross-department rollout of a new EQMS (Enterprise Quality Management System) across multiple business units.
• Coordinated with Corporate IT and Quality to ensure tech stack alignment, process adoption, and long-term sustainability.
• Managed internal stakeholder buy-in, resource allocation, and change management planning for the QMS launch.

• Drove over $400K in annual savings across quality, tooling, and process improvements using Lean Six Sigma methodology.
• Completed internal Lean Certification and ASQ Six Sigma Black Belt training; led Black Belt project that reduced tooling costs by $100K per year.
• Developed and deployed an ERP-integrated production tracking system with real-time machine data, and OEE dashboards.
• Led a cross-functional initiative to prevent thread quality issues on production parts, saving $300K per year in rework and scrap.
• Improved factory safety by designing and implementing visual floor-marking standards across pedestrian and forklift zones.

A global manufacturer of hydraulic systems and fluid power solutions serving industrial and mobile equipment markets.

• Maintained and programmed manufacturing test equipment using hydraulic systems, PID control logic, and LabView to ensure accurate testing of new and existing products.
• Led continuous improvement initiatives across production lines, performing time studies and redesigning layouts to reduce cycle times and increase throughput.
• Collaborated with vendors to scope and implement new tooling and machinery, supporting plant-wide modernization and cost optimization.
• Developed detailed documentation and engineering drawings for assembly tools, floor layouts, and manufacturing cells to support standardization and scalability.
• Introduced plant-wide data logging and daily production tracking systems to improve operational visibility and inform real-time decision-making.