About

I'm Chris Peckham. CPD Operating Group is the firm I built to do the work I've spent 15 years doing inside companies — connecting revenue, operations, and execution into something a business can actually run on.

Background

Built on the work, not the credentials.

I came up through revenue leadership — Verizon, Linxup, BizLibrary, TopOPPS, Flight Schedule Pro, Archlogix — building and scaling sales organizations through multiple growth stages and five acquisitions. Spectrum Equity. Primus Equity. Xactly. Mainsail Partners. Each one had its own operating challenge, its own pressure on the team, its own decisions about what to build versus what to defer.

Most recently I led operations at DOOR (formerly Latch), a public smart-access and property technology platform. Promoted from Head of Sales to Head of Operations, full P&L ownership, including the integration of HelloTech's field services organization after acquisition. The work spanned operations, sales, support, installation, vendor management, forecasting, and organizational design — across software, hardware, and services in one combined business.

That arc — revenue leader to operations leader, across deals and integrations and rebuilds — is the foundation for how I think about the work CPD does. The hardest business problems rarely sit cleanly inside one function. The best operators I've worked with understood that early. I built CPD to bring that perspective to companies that need it now.

Operating thesis

Operations is the operating system of the business.

A company can have a strong product, a talented team, and a clear market — but if the operating model underneath is unclear, growth creates drag instead of leverage.

Forecasts get unreliable. Customers feel the gaps. Teams build workarounds. Leaders make decisions from partial information. The business may still grow for a while, but the complexity compounds faster than the system can absorb it.

The work I do is at the connection points — where revenue strategy, service delivery, customer experience, financial discipline, and accountability meet. GTM can't be judged only by pipeline. Operations can't be judged only by cost. Customer experience can't be separated from delivery design.

The real question is whether the business has a repeatable way to create demand, convert it, deliver against it, learn from it, and improve the model.

That's where I tend to create the most value. Founder-led sales that need to become repeatable GTM. A support model that's too expensive or too slow. Field delivery that depends on heroics instead of systems. Forecasts that are more narrative than operating tool. Post-acquisition teams that have been combined legally but not operationally. Dashboards that report activity but don't improve decisions.

Scaling isn't just adding headcount or process. Adding process too early, or in the wrong place, slows the business down. The goal is enough structure that people can execute with clarity, without burying the organization in bureaucracy.

Good operating systems make the business faster, not heavier.

Approach

How I work.

Operator-led, not advisor-led.

I don't sell strategy and walk away. Engagements are built around accountability and shipped outcomes — whether that means embedded leadership, a focused project, or weekly founder-level working sessions. Either we're solving the problem or we're not pretending to.

Scoped to the problem.

Every engagement is built around what the business actually needs. No fixed packages, no off-the-shelf playbooks. Some clients need a fractional operating leader for six months. Others need a focused two-week diagnostic. We figure that out in the first conversation.

Senior by default.

You're not getting a junior consultant pretending to be a partner. The person you meet on the first call is the person doing the work for the duration of the engagement.

Focus

Where I focus.

The work concentrates in three areas, often in combination:

Operations leadership.

Building, scaling, or turning around operations functions. Process design, cross-functional alignment, deployment and delivery infrastructure, service-level discipline, and the unglamorous middle layer that makes growth durable.

Go-to-market execution.

Translating GTM strategy into working motion. Sales operations, revenue infrastructure, pipeline discipline, customer onboarding, pricing and packaging, deployment-led growth. The places where strategy becomes pipeline or doesn't.

Revenue and growth leverage.

Connecting operational execution to revenue outcomes. Forecasting, retention, expansion, deal mechanics, and the operating systems that make growth predictable instead of dependent on heroics.