Revenue Mavericks

The podcast for revenue leaders who need full visibility, disciplined execution, and signal-driven decisions to win.Hosted by Justin Shriber, CEO of Terret, each episode features operators who've mastered the art of identifying risk early, capitalizing on emerging opportunities, and driving predictable growth at the edge of complexity.Discover the strategies and mindset shifts that separate high-performing revenue engines from the rest.If you're ready to operate with precision under pressure, this is your show.

Revenue Mavericks is a business podcast hosted by Justin Shriber, with 20 episodes on record and a Required Pod Score of 80. PitchCentric scores this show on Booking Probability, Listen Score, and live audience signals refreshed every 24 hours.

Justin Shriber hosts Revenue Mavericks, a business show with 20 episodes published.

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  Episode #10

  S2E10: Why the Best Sales Leaders Think Like C-Level Execs -- Lessons from MD @ MAC Venture Group, Bruce Chesebrough

  Jul 22, 202635 minS2

  Bruce Chesebrough has spent decades building, scaling, and diagnosing sales organizations. As a CRO, he grew Corbis from $15 million to $250 million in revenue, expanded the company from 3 offices to 15 across the globe, and built a 450-person commercial team along the way. Today, as Managing Director at MAC Venture Group, he works with private equity portfolio companies to assess go-to-market performance and architect turnarounds. In this episode, Bruce sits down with Justin Shriber to unpack the frameworks he keeps coming back to after all these years, and why he believes sales has gotten unnecessarily complex. Takeaways from this conversation: How an MBA gave Bruce the confidence and toolkit to sit across from C-level buyers as a peer, not a vendor, and why that shift changes everything about how you sell The career trade-off most people get wrong: why Bruce says to always prioritize the opportunity over the paycheck, and how to evaluate the risk of going from a big company to a smaller one The "Discipline of Market Leaders" framework Bruce uses to diagnose every portfolio company he walks into, and why most companies fail because they try to occupy all three strategic squares instead of picking one Five levers of growth that Bruce applies to every commercial transformation: upsell/cross-sell, new customer acquisition, retention, price optimization, and operational efficiency Why sales organizations can only absorb two or three initiatives at a time, and what happens when leaders try to pour a Big Gulp into a Dixie Cup Bruce's advice is grounded in pattern recognition across dozens of companies and decades of experience. Whether you're a seller trying to break into the C-suite or a leader trying to simplify your go-to-market, this conversation will challenge you to strip things back to what actually works.

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  Episode #9

  S2E9: Why the Best Sales Leaders Train in the Dark: Lessons from CRO @ Grafana Labs, Dave Kranowitz

  Jul 7, 202632 minS2

  Dave Kranowitz was 18 years old, sitting in a lightweight boat, falling behind against Coast Guard in a college rowing race. He could feel the boat start to get lighter. He took the stroke rate up to 35, then 38. The crew was redlining, but something was happening. They started moving through the other boat. When it was over, the coach came over, shook their hands, and the losing team handed over their jerseys. Dave's crew wore them around campus. That was 34 years ago. Dave still talks about the feeling. In rowing, they call it "swing," the rare moment when every blade enters and exits the water in perfect unison and the boat lifts underneath you. It's fleeting, it's earned, and it compounds. Dave has spent his entire career in sales leadership trying to build organizations that find it. Today, Dave is CRO at Grafana Labs, where he's led revenue for nearly seven years through one of the fastest growth runs in enterprise software. Before that, he held sales leadership roles at Turbonomic and Dynatrace, spending two decades in the observability space. In this conversation, he shares what rowing taught him about competitive discipline, two leadership stories that shaped his entire philosophy, and a weekly practice he's maintained for 15 years that most CROs would never think to try. What we cover: Why rowers chase a feeling called "swing," and why the best sales orgs are doing the same thing without knowing it The last-day-of-quarter phone call where Dave's boss said "How could you be so dumb?" and hung up, and what Dave vowed to do differently when he became a leader The voicemail from a VP he barely knew that Dave kept on his phone for years, and how it changed the way he recognizes his own team Team sale: Grafana's ego-less selling motion where anyone in the company, from SDR to board member, can jump into a deal The weekly company email Dave has written for 15 years across three companies, and why his Donner Party email is still referenced years later Why vulnerability and humility aren't soft skills but the fastest path to trust with your team, your board, and your customers This conversation is for sales leaders who believe the best orgs aren't built on individual heroics but on teams that train together, compete together, and occasionally feel the boat get light underneath them.

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  Episode #7

  S2E7: Why the Best RevOps Leaders Ask One Question Before Taking Any Job -- Lessons from Whispered's Andy Mowat

  Jun 24, 202629 minS2

  Andy Mowat was sitting in a room with a PE investor in 2008, trying to figure out whether to buy a background screening company. He wasn't sure if the market was any good. The investor got up, walked out, and came back with a whiteboard sketch of a classic S-curve. Then he told Andy to ask one question: of the last hundred customers you've added, how many are brand new to what you do versus switching from a competitor? Andy asked the CEO. The answer was immediate. "We switch everybody." He walked away. And that single question became the filter Andy has used to evaluate every company he's joined since, including Carta, Box, Upwork, and Culture Amp, four unicorns where he built and led RevOps through periods of breakout growth. But the episode isn't just about picking winners. Andy graduated from Stanford Business School in 2001, straight into the dot-com collapse. No job for six to nine months. Princeton degree, investment banking, private equity background, and none of it mattered. That stretch of unemployment forced him to learn how to network with intention, how to help people without an agenda, and how to build the kind of social capital that compounds quietly for decades. That identity, the connector who keeps a weekly tally of how many introductions he makes (somewhere between 50 and 100), is what eventually led him to found Whispered, a platform that helps senior GTM executives find unposted roles and get plugged into relevant events. The conversation also goes deep on a question Justin has been watching closely: whether RevOps leaders are ready for the CRO seat. Andy's answer is nuanced. They understand the full go-to-market motion better than almost anyone. But the dividing line is willingness to own a number. If you're not ready to carry that weight, the C-suite path closes. And in the final segment, Andy makes the case for customer advocacy as the most underutilized growth channel in B2B. Not in theory, but in practice: Typeforms that capture sentiment in seconds, specific asks instead of generic G2 review requests, and a company-wide metric around advocacy that goes well beyond the marketing team. In this episode: The one S-curve question that tells you whether a company is breaking out or flattening Why the dot-com bust taught Andy that networking with generosity is the most durable career skill How he evaluates any role: who you work for, company trajectory, and whether the CEO is a good person The case for RevOps leaders moving into the CRO seat, and the one prerequisite most of them resist Why customer advocacy should be a company-wide metric, not a marketing-team initiative The Whispered model: how senior execs are co-searching for roles in ways that didn't exist five years ago

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  Episode #6

  S2E6: Why the Best Sales Leaders Shake the Nest -- Lessons from Braze's Ed McDonnell

  Jun 10, 202632 minS2

  Ed McDonnell was three weeks into ninth grade at an all-boys Catholic high school in New York when his mother told him they were moving to Denver. She'd taken a new role as director of nursing education. Ed left behind every friend he'd ever known, enrolled in another all-boys Catholic school in Colorado, and started over. He made new friends. He figured out a new culture. He found his footing. Then, midway through junior year, his mother took a VP of nursing job back in New York — and they moved again. Three high schools. Four years. Two cross-country relocations. And a 14-to-17-year-old learning in real time how to walk into a room full of strangers and build relationships from scratch. That ability to lead through change didn't just become a skill for Ed. It became his operating system. Today, Ed is the Chief Revenue Officer at Braze, where the company recently posted an $821 million quarterly revenue run rate with nearly 30% year-over-year growth and rising net dollar retention. Before Braze, he held the CRO seat at Asana, spent more than a decade helping build the marketing practice at Salesforce, and cut his teeth in enterprise software at Eloqua before its acquisition by Oracle. But this conversation isn't about a résumé. It's about a leadership philosophy forged in disruption. Ed talks about the advice his father — a New York police officer — gave him before college that still guides how he builds relationships today. He shares the career moment where getting let go became the catalyst for reinventing himself. And he walks through the 6P's, the framework he uses to run every quarter: People, Pipeline, Programs, Process, Performance, and Possibilities. In this episode: The "Be the USA Today" advice from his father that changed how Ed connects with people How getting let go became the most important inflection point of his career The 6P's framework Ed uses to run the revenue engine at Braze Why the best performance cultures start with leadership being in the work, not above it How Braze maintains a performance mindset while celebrating wins at every level The operating rhythm that keeps Ed's organization accountable quarter after quarter This episode is for sales leaders who believe that resilience isn't something you learn in a workshop, it's something that gets forged every time the nest gets shaken.

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  Episode #5

  S2E5: Why the Best Sales Leaders Know Hard Things Take Time -- Lessons from GoTo's Peter Mahoney

  Jun 3, 202631 minS2

  <p>One of the most important lessons Peter Mahoney carries throughout his career was inspired by his daughter Marianne. She was born with significant special needs, and in that moment, everything Peter expected about his life shifted. But Marianne set a goal for herself when she was young: she wanted to live independently. It took ten years of work. And about two years ago, she got there.</p><p><br></p><p>Watching that journey taught Peter something he's never let go of - the most important things take time and persistence. There are no shortcuts to the things that...

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