John Bryant

About John Bryant

What if demand gen reported to revenue instead of marketing?After 20+ years scaling SaaS revenue organizations, I\'ve become convinced that most GTM dysfunction traces back to one structural choice: putting demand gen inside marketing. It looks like marketing—campaigns, content, digital. But it functions like revenue. It\'s measured on pipeline. It\'s optimized for conversion. And when it reports to someone who isn\'t accountable for closed deals, you get misaligned incentives and finger-pointing.I help Series A/B companies rethink that structure—moving demand gen under the CRO while freeing the CMO to focus on what only marketing can do: brand, messaging, positioning, and market presence.The result:→ CRO owns: Demand gen, SDR/BDR, AEs, Customer Success, RevOps→ CMO owns: Brand, messaging, awareness, PR, product marketingClear lanes. Clean accountability. No more blame games.When you draw the line in the right place:→ Quota attainment: 22% to 80%→ ASP increase:+36%→ Sales cycle reduction-18%→ Revenue scaled:$20M to $100M ARRCurrently offering GTM advisory and fractional CRO engagements for VC-backed companies. Also open to full-time CRO roles where the structure is right from day one.If your CMO is spending more time on pipeline debates than brand strategy, there might be a simpler fix than you think. j••••••••@gmail.com

Experience

1. Chief Revenue Officer

   Esource Solutions

   Feb 2026 — Present · Austin, TX, US

   Twenty years of enterprise SaaS revenue leadership has taught me one thing above everything else: the companies with the most differentiated products often have the weakest go-to-market. Building the engine that closes that gap is what I do.At eSource Solutions, I\'m doing exactly that for GetBilled — an SAP-certified solution targeting what I\'d argue is one of the most overlooked working capital problems in enterprise finance. Not collections. Not AR automation. The time between when work gets done and when the invoice leaves the building. In oil & gas services alone, 15–23% of accounts receivable sits unbilled at any given time — and most CFOs have never quantified it.My scope is the full revenue infrastructure: ICP definition, category creation, outbound strategy, content architecture, sales enablement, and a conversion motion built around our Trapped Cash Assessment. The same disciplines I\'ve applied scaling teams from $10M to $100M ARR — execution rigor, value-based selling, pipeline governance — applied here to a zero-to-one problem.Different stage. Same playbook. Harder problem. More interesting.

Education

• Parkland College

  Marketing and Computer Science

  1990 — 1991

Skills

• Sales Enablement
• Virtualization
• Executive Management
• Solution Selling
• Problem Solving
• Retail
• Security
• Enterprise Software
• Enterprise Architecture
• Sales Management
• Data Center
• Software Sales
• Strategy
• Leadership
• Cloud Computing
• Customer Relationship Management (Crm)
• Software as a Service (Saas)
• Business Development
• Business Alliances
• Business Intelligence
• Solution Architecture
• Team Management
• Saas
• IT Service Management
• Managed Services
• Integration
• Service Management
• Pre-Sales
• Crm
• Itil
• Team Building
• Management
• Sales Operations
• Professional Services
• Negotiation
• Sales
• Software Industry
• Consultative Selling
• Tivoli
• Storage