Your biggest revenue problem
isn’t in your pipeline.
It’s in your operations.

You have the product. You have the team. Something between your strategy and your results is quietly leaking. I find it. I fix it.

Amanda Janas  ·  Senior Operations Executive  ·  Denver, Colorado

At T. Rowe Price, I delivered $300M in revenue against a $150M target. At Motorola Solutions, I recovered $70M in revenue leakage. At both firms, I improved NPS scores by over 20 points in a year. I’ve managed $400M budgets within 1% of forecast, and I’m a two-time Chief of Staff to C-Suite executives overseeing organizations up to 3,000 employees. That caliber of execution can be applied to your business.

Amanda Janas
$70MRevenue Recovered
$300MRevenue Delivered
$400MBudget Overseen
3,000Employees Led
20+NPS Point Lift

The Operational Challenges I’m Built For

Six areas where I’ve delivered measurable results.

01
Deals are closing. The revenue isn’t sticking.

Something between the contract and the delivery is leaking. You can feel it in the numbers — but you can’t pinpoint exactly where it’s going.

$70M recovered at Motorola Solutions. 50% reduction in time to value.

02
You’re growing. Everything else is struggling to keep up.

More customers, more team, more complexity — but your systems were built for a company half this size. Every new initiative takes longer than it should.

7 organizations built from scratch. $300M delivered against a $150M target.

03
You’re still solving problems you shouldn’t be solving.

Every escalation lands on your desk. Every decision needs your sign-off. You’re the CEO — but you’re also the chief firefighter, the chief problem-solver, and the chief everything-else.

Decision dashboards for CTOs overseeing organizations of 850 and 3,000.

04
You’ve invested in AI. You can’t tell if it’s working.

The tools are bought. The demos were promising. But adoption is scattered, ROI is murky, and you’re not sure you’re getting anything close to what you paid for.

AI access expanded to 20,000 employees. Procurement timelines cut 80%.

05
Customers are leaving and you know why. You just can’t stop it.

The pre-sale experience is polished. The post-sale reality doesn’t match it. Customers churn quietly, and the feedback loop back to operations barely exists.

20+ point NPS improvements within one year — twice — across two industries.

06
The acquisition looked clean. The integration isn’t.

On paper it made sense. In practice, two companies running on different systems, different cultures, and different definitions of “how we do things” is harder than the deal memo suggested.

3 M&A integrations led. 40 acquisitions supported in 10 years at Motorola.

Enterprise experience built at

Motorola Solutions
T. Rowe Price
Liberty Mutual
Accenture
Northrop Grumman
Amanda Janas

The Difference

Built to scale,
not patched together.

Most operational problems don’t announce themselves. They compound quietly — as systemic friction no one owns, sitting in the gap between where you are and where your systems were designed to take you. By the time you feel them, they’ve already cost you a quarter. I find them before that happens.

Proof of Work

The problems I’ve solved.
The numbers that prove it.

Revenue Operations

Revenue Leakage

When growth stalls because quote-to-cash, onboarding, or platforms aren’t optimized.

Proof

Identified and recovered $70M in revenue leakage at Motorola Solutions. Built a transformation roadmap and aligned 15 senior leaders across 5 functions, achieving 50% reduction in time to value.

Operational Infrastructure

Scaling Without Systems

When you have the vision but not the systems, alignment, or delivery discipline to execute it.

Proof

Built operational organizations from scratch 7 times. Built portfolio governance overseeing $50M+ in annual investments. Renegotiated 800 client contracts, delivering $300M against a $150M target at T. Rowe Price.

Executive Leverage

Leadership Capacity

When leadership time is consumed by decisions and relationships that should be systematized.

Proof

Built executive engagement framework and decision dashboard for a global CTO, ranking vendor partnerships by strategic value. As VP & Chief of Staff at Liberty Mutual, delivered $10M+ in cost reductions through improved budget, headcount, and vendor management processes across a 3,000-person global organization.

AI Enablement

AI Without Adoption

When you’ve invested in tools but haven’t seen the productivity or revenue impact expected.

Proof

Streamlined AI vendor evaluation from 200+ questions to 20, expanding access to 20,000 employees while reducing procurement timelines by 80%. Daily AI practitioner with Pro-level recognition at Motorola Solutions.

Customer Experience

Retention Erosion

When customers are leaving and post-sale experience isn’t matching the pre-sale promise.

Proof

20+ point NPS improvements within one year, twice, across two industries — at T. Rowe Price across a $5B book of business, and at Motorola Solutions through 14 quote-to-cash initiatives cutting deployment timelines by 6 quarters.

M&A Integration

Post-Acquisition Chaos

When you’ve acquired or merged and operational complexity is outpacing your ability to integrate.

Proof

Led M&A integration functions three times across financial services, insurance, and enterprise technology. At Motorola Solutions, led technology integrations for 3 acquisitions per year at a company that acquired 40 companies in 10 years.

References

What leaders say
about working with me.

Perspectives from executives and colleagues who have worked alongside me at some of the most demanding organizations in the country.

“

Amanda drove a portfolio of nine CTO-sponsored initiatives across Sales, Deployment, Billing, and beyond, delivering most within a year — without a single direct report on any of those teams. Amanda has a true gift for reorienting your focus toward the outcomes that will actually matter: the right KPIs, the right metrics, the right story. She doesn’t just give your project direction; she transforms your approach.

”
“

Blocked projects find direction, unclear next steps become structured plans — often after just a single conversation with Amanda. That kind of clarity builds confidence.

”
“

It is rare to encounter a leader with such a rare blend of strategic vision, leadership, and hands-on execution. Amanda excels in building high-performing organizations and leading transformative initiatives — she led efforts that resulted in $300 million in revenue, which speaks volumes about her ability to turn ambitious goals into measurable success.

”
“

It is rare that you come across standout talent like Amanda. Her ability to take vision and intent and turn them into actionable activities with little to no additional guidance was highly refreshing. She is a fire-and-forget force multiplier and a true asset to any team.

”
“

Amanda’s ability to lead by example, to empower her people and to ensure they are promotable and visible to senior leadership is second to none. Any organization that inspires accountability while investing in their team’s professional growth would be fortunate to have her.

”
“

Amanda is empathetic, an exceptional listener, and understands how to support people without being overly directive. Her ability to inspire and motivate the team helped everyone stay focused and energized, even during challenging times.

”

About Amanda

I turn operational chaos
into revenue engines.

I’ve spent 18 years leading transformation, operations, and executive execution inside some of the most demanding Fortune 100 and Fortune 500 environments. Seven of the organizations I’ve led were built from a blank page — where I was the first and only employee hired to stand them up.

The track record spans more than credentials. At T. Rowe Price, I was promoted three times in five years for delivering enterprise-scale transformation. At Purisolve, I built the operational function from scratch and earned two promotions in 18 months. Earlier, at Accenture, I ranked in the top 5% of consultants globally while driving 33% revenue growth at 96% SLA performance.

I know what good operational infrastructure looks like at the multi-billion dollar scale. More importantly, I know how to build the right-sized version of it for a company at $10M — without the bureaucracy, the headcount, or the six-month rollout. That fluency in enterprise-grade operations is the advantage I bring to growth-stage founders: because I’ve built at the best of the best, I know which elements are non-negotiable from day one. You get a foundation built to scale, not a patch job you’ll have to redo when you get bigger.

The Question I Hear Most

“You’ve worked at massive companies. We’re 80 people. You won’t get our business.”

I’ve heard this, but there’s an important distinction. I haven’t inherited well-run systems and operations. I either built them from scratch or transformed them until they were best in class. The environments I worked in were demanding precisely because the stakes were high — and that’s closer to your world than you might think.

I moved to Colorado because I believe the most interesting companies being built right now are here — and most of them are scaling with operational infrastructure designed for where they were, not where they’re going. That’s the gap I close.

Education

Undergraduate

Carnegie Mellon University

B.S. Decision Sciences  ·  Full tuition scholarship  ·  Graduated with honors

Executive Education

Harvard University

Exercising Leadership: Foundational Principles  ·  2024

Certifications

PMI

Project Management Professional

PMP Certified

Scrum Alliance

Certified Scrum Master

CSM Certified

Memberships & Affiliations

Executive CommunityMember, Executive Council for Leading Change

Scale of Responsibility

Budget Overseen

$400M

Employees Led

3,000

Years Experience

18

Organizations Built

7×

Amanda Janas

Industries

B2B SaaS & Software FinTech & Financial Services Insurance Technology Services

Core Competencies

AI Strategy & Governance
Change Management
Cross-Functional & Matrixed Leadership
Enterprise Data Strategy & Analytics
Enterprise Transformation
OKR & Delivery Governance
P&L Management
Portfolio Governance
Post-Acquisition Integration
Post-Sale CX / NPS Turnaround
Quote-to-Cash Optimization
Revenue Recovery & Monetization