Fractional CRO and Revenue Architect for Series B+ B2B Companies

THE CORE PROBLEM

The Alignment Gap is Costing You Pipeline

Stop pouring leads into a broken engine.

By the time you reach Series B or close a PE or VC raise, you have already proven the model. You have real customers, a functioning sales team, and a marketing function that is producing activity. Somewhere between the capital injection and the next board deck, the pipeline starts feeling inconsistent and the forecast stops being something you can stand behind.

This is not a lead volume issue. It is an alignment issue. Your marketing team is optimizing for one set of metrics, your sales team is running their own motion, and the data that should connect them is getting lost in the space between. Every quarter, that gap costs you pipeline you already earned.

Cojoy RevGen closes that gap.

STRATEGIC FRACTIONAL CRO LEADERSHIP

I embed across your marketing and sales functions as a fractional CRO and revenue architect, building the day-to-day structure that makes your current assets perform at the level your investors expect. This is not a consulting engagement where someone hands you a slide deck and disappears. I work inside the system with your team, establishing the cadence, the data infrastructure, and the cross-functional accountability that turns your sales motion into a repeatable process.

The result is a revenue engine where pipeline is something you build on purpose, not something that fluctuates based on who had a good month.

GTM Strategy and Sales-Marketing Alignment

Your go-to-market strategy may be sound at the executive level and still fall apart at execution. Cojoy identifies where the disconnect lives and builds the structures that close it.

Positioning and ICP refinement so your teams know exactly who they are selling to and why that buyer converts, rather than relying on assumptions that made sense two funding rounds ago.
Pipeline continuity so the context a prospect develops through marketing is fully available to sales at the moment of handover, which means fewer dropped conversations and more informed closes.
Forecasting discipline so your pipeline data reflects actual deal probability rather than optimistic estimates, which means your board number becomes a projection you can defend.

The Edge of a Marketing-Led CRO

A typical Fractional CRO only owns sales.
A typical Fractional CMO only owns marketing. Neither one owns the intersection where most revenue is actually won or lost.

Cojoy operates across the full revenue layer, bringing 19 years of global B2B experience to both the demand generation side and the sales execution side simultaneously.

That means your pipeline is not just full. It is qualified, sequenced, and connected to a sales motion that knows what to do with it.

Most revenue leadership engagements are scoped to one function. A CMO builds the marketing program. A CRO builds the sales process. Each one hands their work to the other and hopes the connection holds. It rarely does, and the gap between them is where pipeline bleeds out.Cojoy operates at the intersection. With deep experience across demand generation, pipeline architecture, sales enablement, and revenue reporting, the work is integrated by design rather than assembled after the fact.You get the senior-level revenue leadership your board expects, the operational depth your team needs to execute, and the cross-functional scope that actually produces a number you can stand behind.

MEET Andreea

FOUNDER & CHIEF REVENUE OFFICER

The Revenue Architect Behind Cojoy

Andreea Cojocariu is the Founder and Chief Revenue Officer and CMO of Cojoy RevGen. With 19 years of global B2B experience spanning GTM strategy, demand generation, analytics, and revenue systems, she brings executive-level leadership to companies that are ready to scale with intention rather than just speed.

She has worked across UCaaS, VoIP, telecom, and SaaS verticals, building revenue engines for companies at Series B and beyond, including PE-backed and VC-backed organizations navigating the transition from early-stage growth to institutional predictability.

Her approach treats marketing, sales, and strategy as one integrated system rather than three separate departments. The output is not a report or a recommendation. It is a functioning revenue architecture that your team runs and your board can measure.