Drew Lambert

Hi, I'm Drew.

I turn broken revenue systems into infrastructure people actually trust. That's my thing. Seven years of Salesforce, mostly at Series B SaaS companies where the data is a mess and leadership has stopped believing the dashboards. I started on the sales floor at IBM, figured out I liked fixing the CRM more than using it, and have been building revenue architecture ever since. I run my own consultancy now, but I'm here because I want to build GTM operations at Lovable.

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I make structure out of chaos.

Here's my vertical expertise, in plain terms: I walk into GTM orgs where nobody trusts the data, and I fix that. Reps override lead scores because the scores feel wrong. Managers build shadow spreadsheets instead of using dashboards. Finance reconciles against a completely different source than what Sales uses to forecast. Everything technically "works," but the humans have routed around it. I've seen this pattern at every company I've touched.

My superpower is translating between data and decisions. I take messy system output and turn it into something a CRO or finance lead can actually act on. Every system I build, I'm asking: does this change how fast we acquire a customer, how much it costs, or how long they stay? Does it move LTV/CAC in a direction we can defend to the board? If the answer is no, I'm working on the wrong thing. Automating a bad process just produces bad outcomes faster.

I have opinions about this and they're not mild. Most RevOps teams spend 80% of their time maintaining systems that should be torn down and rebuilt. They're afraid of the disruption. I'm not. I've rebuilt entire revenue stacks while sales teams kept selling, zero downtime, no "we're pausing for a migration." That's not reckless — it's the only way that works when you're at a Series B burning cash and can't afford to stop.

The methodology: Diagnose (map the full data flow, find where reality diverges from what people think is happening), rebuild (fix things while the team keeps running), and stabilize (monitoring, docs, ownership transfer so the internal team actually owns it). The real test is whether the system holds after I'm gone. If someone needs me again six months later, I failed.

Some things that worked.

Bevi (2022–2025) — Structure from chaos

Bevi makes smart water dispensers for enterprise offices. $100M+ Series C, growing fast, and the revenue stack couldn't keep up. I came on as Sr. Revenue Systems Engineer and inherited a GTM infrastructure built on manual processes, tribal knowledge, and workarounds. Three different managers in three years. Two role transitions. Org dysfunction that would have broken most people. I built through all of it.

Over three years I owned the entire revenue systems architecture end-to-end: Salesforce Sales Cloud, NetSuite ERP via Boomi middleware, CPQ, Azure AD, AWS PrivateLink, IntelAgree CLM, Apollo, Workato. When they let me go, there was no succession plan — because nobody else understood what I'd built. That's not a brag. That's a lesson in how critical documentation and knowledge transfer are, and it's why I obsess over them now. Specifics:

Lead routing: 2+ hours → 3 minutes. 75% of inbound leads now book meetings immediately.
Opportunity creation: 15 minutes → under 1 minute. Streamlined 50+ fields down to 14 with smart defaults and dynamic visibility.
Contract generation: 66% faster. Rolled out IntelAgree with 5 dynamic templates, approval logic for high-risk deals, and hit 100% adoption across 50+ reps in 48 hours.
Eliminated 50+ recurring monthly data errors through the Opportunity page revamp alone.
Solved a 2+ year Apollo duplicate problem that nobody had been able to fix. Unlocked activity tracking on leads/contacts for the first time.
Built the Food Service vertical architecture from scratch, including a custom Contact Cards solution for multi-party opportunities.
Shipped 150+ workflows in 12 weeks. Zero downtime. Sales never stopped selling.
Net result: $200K+ annual savings from eliminated manual work and redundant tooling.

Revelate Operations (2025–now) — Finding new land

I started my own consultancy this year because I wanted to test a hypothesis: can one person with deep Salesforce expertise and AI tools do the work that used to take a team of four? So far, yes. Fixed-scope sprints for Series B SaaS companies, mostly legacy Salesforce modernization and data architecture. I built an ICP Fit Scorer in Lovable to qualify my own prospects. I use AI agents daily — not as a novelty, but as actual infrastructure. I also did fractional Salesforce architecture at DraftSales from 2022 to 2024, which is where I got comfortable context-switching across orgs.

Running my own thing has been good. But there's a ceiling to what you can build when you're always the outside contractor. I want to be on a team again, building something that compounds. Specifically, I want to build it at a company where the product is the tool I already use.

ICP Fit Scorer (built with Lovable)

I needed a way to evaluate prospect fit in my consulting practice. So I built one: an ICP Fit Scorer that I actually use. I built it with Lovable because that's what I reach for when I need something functional and I don't want to wait on anyone. The whole thing went from idea to working tool in an afternoon. That's the kind of experience that's hard to explain to someone who hasn't had it.

I use this product every day.
That's not a talking point.

I'm not applying to Lovable because AI dev tools are a hot space. I'm applying because I have a specific, recurring problem that Lovable solves for me, and I think there are millions of people like me who don't know it exists yet.

Here's my spicy take on the GTM challenge: Lovable's best users aren't developers. They're ops people, consultants, founders — people who have a problem and need it solved by Tuesday. They're not shopping for software. They're frustrated, Googling something specific, and stumbling into a product that changes their workflow. I know because that's exactly what happened to me. I needed an ICP scoring tool, I didn't want to wait on anyone, and I had a working app that afternoon. That experience turned me from a user into an evangelist.

Lovable has 8 million users. The GTM motion at this stage is about converting organic discovery into repeatable pipeline — and that's literally what I've spent my career building. I know what the data infrastructure needs to look like. I know how to instrument a funnel so you can actually measure what's working. And I have strong opinions about what "good" looks like for a company at this stage — opinions I'd rather be implementing than advising on from the outside.

You need someone who can place themselves, who you can mold the role around. I'm a Salesforce revenue systems specialist who uses your product daily and understands the GTM data layer cold. That's where I fit. That's the vertical expertise I bring. I'm not going to tell you I'm great at collaborating. I'm going to tell you I can build the systems that make your GTM motion measurable, and I'll do it while your team keeps shipping.

A few things about me
that won't fit on a resume.

I live in southern New Hampshire with my Black Lab, Sirius Black (yes, named after the Harry Potter character, and yes, he has the dramatic flair to match). He's my unofficial coworker during deep work sessions. His specialty is the "are we done yet?" head tilt around hour three of architecture diagrams.

When I'm not in Salesforce, I'm probably listening to something. The playlist jumps around a lot: 70s piano rock, AJR, musical theater, Elton John, Panic! at the Disco, Marianas Trench. Five decades, no coherent theme. It's background for late-night builds and the energy boost between client calls.

I'm also a regular on family wedding dance floors. The enthusiasm is there. The coordination, less so.

Sirius Black, debugging partner

Dance floor situation

Times Square with family