Capital Catalyst · Revenue Process, Built by an Operator

One example of the work

A ranked call list, every morning.

Your own book, read in the right order. The name most likely to pick up sits at the top; the cold record sinks to the bottom. The rep opens it and starts at the top.

Most of the job sits upstream of this. Almost every investment property is held inside an LLC, so what lands on a rep’s screen is a company name, not a person — finding the human behind it, and a line that rings, is the work.

How it works

A walk-through, a diagnosis, a paid build, then I run it.

The same four steps for every engagement. I start with how your desk actually sells today, not with a technology plan — and you see the work prove itself on your own data before any monthly commitment.

The walk-through

I watch how your desk sells today.

Where the names come from, what a rep actually sees when one lands, what they do next, and where the day disappears. I have sat in that seat, so this part is fast.

The diagnosis

I tell you where the process leaks.

Usually it is supply and follow-through: a rep gets a company name and no person, the good names sit buried under the cold ones, or the sending account is burnt and nothing arrives. No obligation, no slide deck to sit through.

A paid build

I build the thing, not a requirements doc.

A short, paid build against your own data — a ranked call list, a clean and reachable book, an outbound sequence that lands — whichever the diagnosis said, running on your own contacts before any monthly commitment.

I run it

Then it runs every day, and you own it.

I keep it running and hand over documentation a non-engineer can follow, so the process outlasts the engagement — priced to a known cost per outcome, not to hours billed.

Who it’s for

Same operator, two rooms.

Credit / investment / search firms

Meetings, not activity.

Booking allocators and principals is the job I came up doing — 83+ investor meetings for a $1B AUM growth-equity fund, RFPs and DDQs end to end. For an aviation asset manager I booked 9 institutional meetings in a single month, among them a 42B EUR global private-equity firm and a 10B USD direct lender.

Operating businesses ($2M–$250M)

More live conversations, no new headcount.

Find buyers who actually fit, reach them with a reason to reply, and get an answer out of your own data in seconds instead of a week. One service-provider client saw a 223% year-over-year increase in executive meetings.

Proof

The receipts, told straight.

Two exhibits from a year running business development, marketing, sales systems and automation inside a private real-estate lender — an employed role, not a client engagement, and the firm stays unnamed. Efficiency only: I changed the cost and the quality of the supply that feeds revenue. I did not close the loans.

Built in an operating role

92.63%

Email delivery on the firm’s sending account, rebuilt from 75.54% before my tenure — with a block rate 5.0x lower and clicks at 7.76% against 5.32%.

“The list stopped being the reason nobody replied.”

Exhibit A Email delivered

Before and after on the same account, not a controlled test — the platform, the list hygiene and the sending pattern all changed together. Volume is lower by design: 68,851 emails to 49,300 unique addresses across 21 reps and 48 send days, against 11,000,061 legacy requests on the old baseline.

Built in an operating role

16,744

Named people who were not in the firm’s book at all — 16,744 of the 26,341 leads the pipeline found and verified. Counting only the 20,827 that carry a phone or email on file, the rate is 58.2%.

“Supply is a process problem, not a budget problem.”

Exhibit B Leads found vs net-new

“Net-new” means no phone, email or name match against a frozen 368,683-contact CRM snapshot — a database-state claim, not a conversion claim. The defensible range runs 16,744–21,070 and the conservative end is quoted. Every count here is a floor: only 39% of the final delivery files could be opened.

The plumbing under both exhibits: 108,934 addresses verified before send and 76,193 confirmed-bad permanently excluded; an 82,881-entry suppression state kept current, out of which 26,577 contacts that had been wrongly blocked were handed back to the floor; 253,233 CRM contacts segmented and enriched in 1.32 hours for $20.67; and 64,388 of 97,928 people in the book (65.8%) now reaching a rep with a concrete next step. 22 production systems in about ten months, built by one person.

Who’s behind it

One person. Four functions. No engineering team.

The operator's room: a desk by a window at dusk

Capital Catalyst is Bill Baumgarth. LSE MSc, Fordham economics cum laude, then institutional investor relations at a $1B AUM growth-equity fund — 83+ investor meetings booked, RFP and DDQ processes carried end to end. I carried the number before I automated it. In late 2022 I started teaching myself to build, and the distance between spotting a problem on a sales floor and shipping the fix went from quarters to days — that collapse is what you are buying.

From August 2025 to July 2026 I was on staff at a private real-estate lender as Head Operator — an employed role, not a client engagement — holding four functions on one seat: business development, marketing, sales systems and automation. I led the marketing function and its two staff. I was also the only technical person in the building: no engineering team, no code review, no CI, nobody to hand a ticket to. Twenty-two production systems in about ten and a half months, alongside the full-time commercial role.

One operator ran the outbound for 21 salespeople — 68,851 personalized emails across 48 send days, about 1,434 a day. I pulled a 368,683-contact book out of a CRM with no bulk export, triaged 253,233 of those contacts in 1.32 hours for $20.67, handed 26,577 wrongly-suppressed contacts back to the floor, and delivered 26,341 leads I can trace line by line — 16,744 of them new to that book.

Volume was the easy half. Email delivery on the firm’s account went from 75.54% to 92.63% with a five-fold lower block rate. A wrong-number problem turned out to be two diverged copies of one matcher; I merged them and locked the result behind a 19-check regression harness. And I left behind 856,228 bytes of handover documentation, every operating guide with a code-verified technical twin, so the systems outlive the person who wrote them.

The seat was wider than the pipeline. I rebuilt organic social — roughly three times the engagement per post after a mid-May-2026 approach change — produced the creative and built the campaigns around it, all of it organic at zero media spend. I took over the company website, volunteered to host it, and still maintain it. And I caught a company registration lapsed since 2018 and flagged it the same day. Engagement is not leads, no social-to-CRM attribution exists, and I do not claim one.

Every count above is a floor, and I would rather say so than round up: my own later audit turned up a twenty-third production system the census had missed, and only 39% of the delivered output files can still be opened. The range is not the point. The point is that on your desk, the person who finds the problem and the person who builds the fix are the same person — so it gets fixed this month, instead of scoped this quarter and shipped next year.

I build what I know sales guys need.