Dhaval Shah
Fractional Leader
With 26+ years in product and revenue, I work inside your company, not outside it. No decks, no handoffs, no consultant shuffle. I own the KPIs, run the cadence, and stay until the P&L moves.
Bio
What I do and why it works
With 26+ years in product and revenue operations, I have influenced over $50M in revenue across 15+ engagements in healthcare, fintech, retail, and telecom. Most of that work happened inside PE-backed and founder-led companies doing $10M-$100M, not as a consultant advising from the sidelines.
My background is product and revenue operations. I have run the numbers, built the dashboards, and sat in the rooms where decisions get made. I know what happens when product and sales talk past each other. I know what happens when the cadence breaks down and no one owns the funnel.
I do not deliver decks. I sit in the room, own the numbers, and stay until they move. That is the difference between a consultant and a fractional operator. You get the latter.
Every engagement starts with a diagnostic: product-market fit, sales funnel, unit economics, team structure, and operating cadence. You get a written report with the three biggest revenue gaps and a 90-day plan to close them. From there, we design the weekly, monthly, and quarterly rhythm your team needs. It depends on the model. Advisory often runs 3-6 months. Fractional Operator typically runs 6-12 months. Growth Sprint is a fixed 90 days. Every engagement starts with a diagnostic. You get the three biggest growth gaps and a 90-day plan. From there we design the cadence and I execute inside it. No open-ended retainers.
Operator judgment
Refusal criteria, when the model pays off fastest, and the failure patterns I see before the call
What I will not take
- Engagements where I cannot own KPIs and chair the cadence with your exec team. Advisory is the path if you only want async advice.
- Projects framed as a deck or audit with no path for weekly execution and decision rights.
- Situations where the CEO will not back one source of truth on pipeline, roadmap, and board metrics.
When this pays off fastest
- You are in the $10M-$100M band and product, sales, and revenue ops are out of sync on the same quarter.
- PE or the board wants a clear KPI tree, cadence, and narrative that tie to the value creation plan.
- You can get last-90-day revenue, funnel, and retention data into the room, even if it is rough.
Patterns before the numbers break
- Product ships on roadmap time. Sales sells on discount time. No shared forecast discipline.
- Board packs surprise leadership because pipeline and product bets were never on one scorecard.
- Everyone owns “growth.” No one owns stage conversion, gross margin, or churn with a weekly line in the sand.
Industries I Work Across
Healthcare, fintech, retail, telecom. Each has different constraints. I have shipped in all four.
Career Highlights
26+ years of numbers, timelines, outcomes
Selected milestones from product and revenue leadership across healthcare, fintech, retail, and telecom.
Product and revenue leadership across 4 industries
15+ engagements, $50M+ revenue influenced.
PE-backed medtech: 35% revenue growth in 6 months
Rebuilt product-sales engine for healthcare IT.
Top-5 mortgage lender: 40% of not-ready leads converted
Built home-buying plan product that turned future buyers into active pipeline.
Legacy national retailer: 44% mobile AOV surge
Omnichannel enhancements, gift card integration, 20% return rate reduction.
Fortune 10 telecom: 10% revenue lift, IoT launch
Digital platform rebuild, Connected Cars and Wearables launch, 300+ projects delivered.
B2B SaaS: product-led growth at scale
Unified product and revenue operations for growth-stage platform.
Enterprise software: product-market expansion
Launched new product lines and go-to-market in telecom vertical.
Product and revenue operations foundations
Began building product-led revenue engines across tech and telecom.
How I Operate
Three principles that guide every engagement
I sit in the room
I do not deliver decks and leave. I own the numbers, run the meetings, and stay until they move. You get a fractional operator, not a consultant.
Diagnostic first, always
Every engagement starts with a written audit: product-market fit, funnel, unit economics, team structure, and cadence. You get the three biggest revenue gaps and a 90-day plan before we commit.
Measurable outcomes, clear timelines
Advisory often runs 3-6 months. Fractional Operator typically runs 6-12 months. Growth Sprint is a fixed 90 days. Week-by-week deliverables. KPIs we track together. I do not believe in open-ended retainers. You know what you are buying.
What Colleagues Say
Peer reviews from product, engineering, and project leads
“His leadership in gathering complex requirements and gaining business agreement was key to completing a project spanning multiple teams. A true asset to any project.”
Project Lead
A Fortune 10 Telecom & IoT Provider
“Very organized and methodical, which is critical for complex and ambiguous projects. He has proven himself on some of the highest visibility projects. The client consistently appreciated his teamwork, dedication, and attention to detail.”
Strategy Lead
A Fortune 10 Telecom & IoT Provider
“He was responsible for gathering and documenting business requirements. The project deployed with minimum churn because of the solid requirements he documented. He is a team player and goes above and beyond in a crisis.”
Engineering Lead
A Fortune 10 Telecom & IoT Provider
“He will impress you with his dedication, professionalism, and skill set. In addition to broad business knowledge, he has a firm grasp on technical concepts. He quickly becomes the go-to person on any project.”
Project Lead
Enterprise Technology
“He handles complex, multi-faceted problems with ease. Detail-oriented, fast learner, and builds working relationships across teams. I would recommend him for any position in a highly dynamic and demanding environment.”
Engineering Lead
Telecom & Connectivity Provider
“He was immediately assigned to a complex project, quickly adapted, and gained the trust of business stakeholders. Excellent analysis and architecture skill set. A very valuable member of the team.”
Product Lead
A Fortune 10 Telecom & IoT Provider
“He performed as both a Business Analyst and a Project Manager in a very intense organization fielding requests from backend and front-end clients.”
Project Lead
A Fortune 10 Telecom & IoT Provider
“He led the Tech Support team with excellent performance and customer satisfaction. Good marketing and sales skills too. Very successful for onsite implementation across European and US telecom companies.”
Product Lead
Telecom SaaS Provider
Ready to talk?
Book a 30-minute diagnostic call. I will tell you the three biggest growth gaps I see, and you will walk away with a clear next step, whether we work together or not.