Senior Director, Recurring Revenue, December 2025 to July 2026. I built a six-person team and set reporting standards across 120+ businesses in a $4.5B+ portfolio, mostly through influence.
Each business measured recurring revenue its own way. Activation timing got little focus, and renewals were not improving.
Keep building until the timing was right, build the team around people I had developed, listen before changing definitions, and give renewals an owner.
A team in place, one scorecard across 120+ businesses, and reporting partway to the standard when I left.
In 2024 I saw the gap across the company, built the business plan and took it to executive leadership. The answer was "great idea, but not the right time." I kept building the capability inside Alta, then across fixed video when my role widened in October 2024.
My first hire was someone I had coached and mentored inside the company for several years. As the team's requirements became clearer, I filled the next seats from inside the company, then hired from outside.
people within six months: a person I had mentored, then internal moves, then outside hires.
Alta's playbook was the most efficient proof of how to run recurring revenue at speed. We still interviewed more than 150 people in the first 90 days before assuming Alta's way was right for every business. A gap analysis across systems, definitions, team structure, mandates and reporting followed.
across the businesses, before we changed a definition.
Many businesses had no renewals process, and renewals often arrived a year or more late, so retention swung from quarter to quarter. I set one definition of when a contract starts, renews and churns, with no exceptions, and put activation timing in front of the teams that owned it. We counted ARR from the accounting records, with a bridge from contract value.
Re-occurring revenue is a forecast of replacement purchases, not contracted revenue. These are management reporting categories, separate from recognized revenue.
The businesses accepted the logic and objected to the work: no budget, not the right team.
I secured separate funding for data engineers so the build did not fall on business finance teams. Adopting the standard still took work from them. My first hire, someone I had coached for several years, became a founding member of a company-wide team.
When I left in July 2026, the team was in place and one scorecard had been applied across all 120+ businesses. The share of businesses reporting to the new standard had moved from under 20% to roughly 30%, my estimate, so the work was partway done. Drops in recurring revenue showed in the quarter they happened. Leadership funded a larger data engineering team and a data warehouse to keep going.