Brian Bilodeau
Chief Operating Officer | Transformed & Sold Cybersecurity Company | Operational Excellence Leader
Operational executive who transforms organizations into high-performance engines. Transformed and sold managed security startup (186% revenue growth, successful exit to Avertium), drove 300% SOC efficiency gains, launched products generating $30M revenue. Expert in CRM/CLM transformation, operational excellence, cybersecurity operations, PE-backed growth strategies. Ready for COO/VP Operations leadership driving cross-functional transformation and sustainable growth.
Contact Information
Skills & Expertise
Brian Bilodeau transforms organizations into high-performance operational engines. With 25+ years leading operational transformations at PE-backed cybersecurity companies, enterprise software firms, and high-growth startups, Brian specializes in operational excellence, digital transformation, and building companies that deliver exceptional results—and successful exits.
What makes Brian different: He doesn't just optimize processes—he architects complete organizational transformations that unlock exponential growth. Brian transformed and sold a managed security startup (186% revenue growth, exit to Avertium), drove 300% SOC efficiency gains, reduced time-to-market 50%, and launched products generating $30M revenue.
Track Record:
- 186% revenue growth in 3.5 years (1440 Security)
- Transformed and sold cybersecurity company to Avertium (successful exit)
- 300% SOC efficiency improvement through automation (MTTD: 4 hours → 15 minutes)
- $30M revenue from five new product launches (FIS)
- 50% CRM opportunity creation time reduction (Salesforce/Conga CLM migration)
- 50% legal turnaround time reduction while cutting legal expenses (Avertium)
- 67% project development time reduction through agile transformation (FIS: 90 days → 30 days)
- 95% on-time delivery achievement (FIS: up from 60%)
- $2M annual cost savings through vendor optimization (FIS)
Target Role: Chief Operating Officer | VP Operations | Operational Excellence Executive
Ideal Companies: Growth-stage and established companies ($20M-$500M revenue) where operational blockers are limiting growth - whether that's broken processes, misaligned systems, or organizational friction preventing execution
Brian doesn't just build efficient operations—he builds companies that others want to acquire.
1440 Security (NetBoundary Inc.) | President & CEO (2015 - 2020)
Recruited by founder to turn around stagnant self-funded Managed Security Services company. Led complete organizational transformation across all functions and delivered successful exit.
What Brian Built:
Complete Operational Turnaround
Transformed "compliance checkbox" MSSP into results-focused Managed Detection and Response (MDR) company. Led every operational function: sales & marketing, finance & administration, security operations, talent management, engineering.
→ Result: 186% revenue growth in 3.5 years
Strategic Rebranding & Market Positioning
Rebranded company from NetBoundary Inc. to 1440 Security with complete website and marketing overhaul.
→ Result: 400% website traffic increase | MSSP Alert Top 250 ranking (153 → 115)
Technology Innovation & Operational Efficiency
Designed and oversaw packaged detections and SOAR/SOC automation technology.
→ Result: 300% SOC efficiency | Mean Time to Detect reduced from 4 hours to 15 minutes
Financial Operations Transformation
Outsourced Controller & AR/AP functions, migrated from QuickBooks to SaaS Intacct in 30 days, enabling effective deferred revenue tracking.
→ Result: Days outstanding reduced from 70 to 40, improved cash flow and working capital
The Exit
Sold company to Avertium in September 2020 with support from LogRhythm (leading SIEM vendor), delivering return for founder and stakeholders.
Impact: Built, transformed, and successfully exited cybersecurity company—proving Brian can create enterprise value from ground up.
Avertium | Vice President Revenue Operations (2020 - Present)
Joined via acquisition (Avertium acquired 1440 Security for technology expertise and management experience). Leading operational transformation across CRM/CLM systems, contract management, and sales operations for team of thirty.
Digital Transformation Excellence:
CRM/CLM Migration Success
Led 90-day transition from legacy ConnectWise CRM to Salesforce CRM and Conga CLM system.
→ Result: 50% reduction in opportunity and document creation time, enabling revenue operations to scale
OKR Implementation
Introduced OKRs to align sales, marketing, and service delivery across revenue teams.
→ Result: Improved organizational efficiency and customer satisfaction
SOW Redesign
Redesigned Statement of Work structure and content to align service delivery, sales, and clients.
→ Result: Reduced risk, increased client satisfaction
Legal & Contract Operations Optimization:
Legal Review Efficiency
Performing initial legal review of all NDAs, BAAs, MSAs, and partner agreements.
→ Result: 50% reduction in legal turnaround while reducing company legal expenses
Contract Workflow Optimization
Streamlined contract negotiation processes enabling faster deal closure and improved revenue recognition.
Sales Enablement & Operational Support:
Onboarding Acceleration
Overseeing Sales Enablement programs accelerating account executive onboarding.
→ Result: 25% reduction in time to effective selling for new account executives
Process Optimization
Implementing systematic frameworks improving forecast accuracy, pipeline management, and deal execution velocity.
FIS Global | Director Software Development & Customer Support (2008 - 2012)
Recruited to newly formed senior leadership team to transform Customer Support and Software Development organizations and drive growth of six commercial software product lines. Directed 170 employees across six locations (US and India).
Operational Transformation & Delivery Excellence:
On-Time Delivery Breakthrough
Improved on-time delivery from 60% to 95%.
→ Result: Customer satisfaction increased from 6.5 to 8.0 out of 10
Agile Transformation
Transformed engineering from waterfall to agile SDLC with seven concurrent distributed scrum teams.
→ Result: 67% project development time reduction (90 days → 30 days)
Customer Support Transformation
Transformed two customer support organizations through systematic process improvements.
→ Result: 20% customer satisfaction increase
Product Management & Revenue Generation:
Product Launch Success
Launched five new products generating $30M revenue and establishing market leadership positions.
Major Release Delivery
Delivered four major software releases requiring 60,000+ engineering hours in 12 months to attain market leader position for distributed capture solution.
Quality Improvement
Developed standardized processes for new features/functionality.
→ Result: 30% quality increase
Cost Optimization & Vendor Management:
Cost Savings Achievement
Renegotiated vendor contracts and aligned capital investment with business objectives.
→ Result: $2M annual cost savings
Global Team Management
Successfully led distributed teams across six locations in US and India, establishing effective collaboration frameworks.
Factor | Vice President Software Development & Professional Services (2012 - 2015)
Selected by COO to strengthen executive leadership team and bring management discipline to software development and consulting organizations. Led agile/scrum value-driven software development for three commercial product lines. Directed thirty-five employees, $4M budget.
Product Development & Operational Excellence:
Time-to-Market Transformation
Transformed product development lifecycle for transport and logistics product.
→ Result: 50% time-to-market reduction (18 months → 9 months)
Business Model Innovation
Transitioned company from product licensing to SaaS model.
→ Result: $500K incremental revenue, established recurring revenue foundation
Project Execution Excellence
Developed project execution and financial tracking system.
→ Result: Improved forecasting accuracy, reduced time to revenue by 60 days
Builder + Seller Versatility
Can build companies from scratch (1440 Security: zero → 186% growth → successful exit) AND scale established organizations (FIS: 170 employees, six locations).
Operational Transformation Mastery
Deep expertise in digital transformation (CRM/CLM), process optimization, agile methodologies, technology automation—not just "incremental improvements" but complete operational overhauls.
Cross-Functional Leadership
Led Operations across Sales, Marketing, Security Operations, Engineering, Finance, Legal—builds alignment that reduces friction and accelerates growth.
PE-Backed Growth Expertise
Extensive experience in PE-owned environments (Avertium), M&A transactions (1440 Security exit), and creating enterprise value.
Technology & Automation Expert
Expert in SOC automation, SOAR development, CRM/CLM implementation, agile/scrum methodologies—implements and optimizes modern operational systems.
Product & Engineering Leadership
Launched products generating $30M revenue, reduced time-to-market 50%, transformed waterfall to agile development across global teams.
P&L & Exit Success
Complete P&L ownership as President/CEO (1440 Security), successful company sale, delivered stakeholder returns.
Versatile Operator
Drives transformation across company stages - from PE-backed growth companies to established enterprises with operational debt ($20M-$500M range)
Objective: Understand the business, build relationships, establish credibility, identify operational inefficiencies and quick win opportunities.
Key Activities:
-
LEADERSHIP ALIGNMENT
- Meet with CEO, CFO, Board to understand strategic priorities, growth targets, operational challenges
- Align on operational KPIs and success metrics for first 90 days
-
OPERATIONAL ASSESSMENT
- Conduct comprehensive operational review across all functions:
- Sales operations: process efficiency, pipeline management, forecasting accuracy
- Finance operations: AR/AP efficiency, financial reporting, budgeting processes
- Service delivery: customer satisfaction, delivery timelines, resource utilization
- Technology systems: CRM, ERP, project management, automation opportunities
- Legal/compliance: contract workflows, approval processes, risk management
- Conduct comprehensive operational review across all functions:
-
CROSS-FUNCTIONAL TEAM ASSESSMENT
- 1:1 meetings with all functional leaders (Sales, Marketing, CS, Engineering, Finance, HR, Legal)
- Understand pain points, bottlenecks, resource constraints, and change readiness
-
DATA DEEP-DIVE
- Revenue performance: bookings, billings, collections, revenue recognition
- Operational metrics: cycle times, throughput, quality metrics, customer satisfaction
- Cost structure: overhead analysis, vendor spend, resource allocation
- System effectiveness: tool utilization, process automation, data quality
-
CUSTOMER & STAKEHOLDER FEEDBACK
- Interview 5-10 key customers to understand delivery experience and pain points
- Meet with key partners, vendors, board members for external perspective
Quick Wins (Deliver by Day 30):
- PROCESS OPTIMIZATION: Identify 2-3 critical bottlenecks causing operational friction → implement immediate fixes (e.g., contract approval delays, onboarding gaps)
- SYSTEM EFFICIENCY IMPROVEMENTS: Quick wins in CRM/ERP usage (data cleanup, workflow optimization) to eliminate redundant manual processes
- COST REDUCTION OPPORTUNITIES: Identify 3-5 vendor contracts for renegotiation → Target: 5-10% immediate cost savings
- TEAM ALIGNMENT: Establish weekly operational cadence (leadership team meetings, cross-functional standups)
Deliverables by Day 30:
✅ Executive summary: state of operations across all functions
✅ 90-day operational transformation roadmap with prioritized initiatives
✅ Weekly operational cadence established (leadership meetings, metrics dashboards)
✅ Quick wins delivered: process improvements, cost savings, system optimizations
✅ Cross-functional relationships established
Objective: Implement systematic operational improvements, optimize cross-functional workflows, drive measurable efficiency and cost improvements.
Operational Process Transformation:
- SALES OPERATIONS OPTIMIZATION: Implement systematic forecasting discipline and pipeline management. Target: 10-15% improvement in sales cycle efficiency, 5-10% forecast accuracy improvement
- FINANCIAL OPERATIONS ENHANCEMENT: Optimize AR/AP processes (Target: 10-15% DSO reduction) and enhance real-time financial reporting
- SERVICE DELIVERY EXCELLENCE: Standardize onboarding and support workflows. Target: 10-15% improvement in delivery efficiency, 5-10% customer satisfaction increase
Technology Systems Optimization:
- CRM/ERP ENHANCEMENT: Implement workflow automation and systems integration to eliminate manual handoffs
- CONTRACT & LEGAL WORKFLOW: Streamline review processes and implement e-signature automation. Target: 20-30% reduction in contract cycle time
- PROJECT MANAGEMENT: Standardize methodology and tools for distributed teams to improve visibility
Cross-Functional Alignment & Integration:
- MARKETING-TO-SALES HANDOFF: Improve lead qualification and routing processes; implement SLAs
- SALES-TO-DELIVERY HANDOFF: Structured handoff process to reduce customer time-to-value
- PRODUCT-TO-SALES ALIGNMENT: Refine messaging/pricing and improve sales enablement tools
Cost Optimization & Vendor Management:
- VENDOR CONSOLIDATION: Renegotiate contracts and consolidate redundant tools. Target: 10-15% reduction in vendor spend
- RESOURCE ALLOCATION OPTIMIZATION: Align headcount and budget with strategic priorities
Team Development & Change Management:
- OPERATIONAL EXCELLENCE TRAINING: Roll out Agile/Lean best practices and a continuous improvement culture
- LEADERSHIP DEVELOPMENT: Coach functional leaders on operational discipline and accountability
Deliverables by Day 60:
✅ Sales operations improvements: 10-15% cycle time reduction
✅ Financial operations optimized: 10-15% DSO reduction
✅ Service delivery improvements: 10-15% efficiency gains
✅ CRM/ERP enhancements implemented and delivering results
✅ Contract workflow optimization: 20-30% cycle time reduction
✅ 10-15% vendor cost savings achieved
✅ Cross-functional alignment improved
Objective: Demonstrate measurable operational impact, establish sustainable operating cadence, position company for sustained growth and profitability.
Operational Impact & Results:
- OPERATIONAL EXCELLENCE: Achieve 15-20% sales cycle efficiency improvement and 80-85% forecast accuracy through operational process optimization
- FINANCIAL OPERATIONS PERFORMANCE: Deliver 15-20% DSO reduction and 10-15% operational cost reduction
- SERVICE DELIVERY TRANSFORMATION: Realize 15-20% efficiency improvement and 10-15% improvement in NPS/CSAT scores
- TECHNOLOGY SYSTEMS MATURITY: High system adoption with measurable time savings from automation
Operational Cadence & Executive Readiness:
- MONTHLY BUSINESS REVIEWS (MBR): Establish comprehensive performance review and gap analysis
- QUARTERLY BUSINESS REVIEWS (QBR): YoY/QoQ analysis and ROI assessment of strategic initiatives
- BOARD REPORTING: Operational metrics dashboard (efficiency, cost, satisfaction) for strategic recommendations
- ANNUAL OPERATING PLAN (AOP): Begin building next year's operational plan and budget allocation
Organizational Development & Culture:
- OPERATIONAL EXCELLENCE CULTURE: Embed continuous improvement and accountability across teams
- LEADERSHIP TEAM EFFECTIVENESS: Foster strong cross-functional collaboration and rigor
- TEAM PERFORMANCE: Regular coaching and career development structure
Technology & Automation Advancement:
- ADVANCED AUTOMATION: Implement AI/ML-powered insights and RPA for repetitive manual tasks
- SYSTEM INTEGRATION & OPTIMIZATION: Continued elimination of manual processes for future scaling
Deliverables by Day 90:
✅ 15-20% sales cycle efficiency improvement
✅ 80-85% forecast accuracy (on path to 90%+)
✅ 15-20% DSO reduction, improved cash flow
✅ 10-15% operational cost reduction achieved
✅ 15-20% service delivery efficiency improvement
✅ 10-15% customer satisfaction increase (NPS/CSAT)
✅ MBR, QBR, Board reporting cadence established
✅ Operational excellence culture taking root
✅ Leadership team aligned and executing with discipline
✅ Strategic roadmap for next 6-12 months finalized
Objective: Understand the business, build relationships, establish credibility, identify operational inefficiencies and quick win opportunities.
Key Activities:
-
LEADERSHIP ALIGNMENT
- Meet with CEO, CFO, Board to understand strategic priorities, growth targets, operational challenges
- Align on operational KPIs and success metrics for first 90 days
-
OPERATIONAL ASSESSMENT
- Conduct comprehensive operational review across all functions:
- Sales operations: process efficiency, pipeline management, forecasting accuracy
- Finance operations: AR/AP efficiency, financial reporting, budgeting processes
- Service delivery: customer satisfaction, delivery timelines, resource utilization
- Technology systems: CRM, ERP, project management, automation opportunities
- Legal/compliance: contract workflows, approval processes, risk management
- Conduct comprehensive operational review across all functions:
-
CROSS-FUNCTIONAL TEAM ASSESSMENT
- 1:1 meetings with all functional leaders (Sales, Marketing, CS, Engineering, Finance, HR, Legal)
- Understand pain points, bottlenecks, resource constraints, and change readiness
-
DATA DEEP-DIVE
- Revenue performance: bookings, billings, collections, revenue recognition
- Operational metrics: cycle times, throughput, quality metrics, customer satisfaction
- Cost structure: overhead analysis, vendor spend, resource allocation
- System effectiveness: tool utilization, process automation, data quality
-
CUSTOMER & STAKEHOLDER FEEDBACK
- Interview 5-10 key customers to understand delivery experience and pain points
- Meet with key partners, vendors, board members for external perspective
Quick Wins (Deliver by Day 30):
- PROCESS OPTIMIZATION: Identify 2-3 critical bottlenecks causing operational friction → implement immediate fixes (e.g., contract approval delays, onboarding gaps)
- SYSTEM EFFICIENCY IMPROVEMENTS: Quick wins in CRM/ERP usage (data cleanup, workflow optimization) to eliminate redundant manual processes
- COST REDUCTION OPPORTUNITIES: Identify 3-5 vendor contracts for renegotiation → Target: 5-10% immediate cost savings
- TEAM ALIGNMENT: Establish weekly operational cadence (leadership team meetings, cross-functional standups)
Deliverables by Day 30:
✅ Executive summary: state of operations across all functions
✅ 90-day operational transformation roadmap with prioritized initiatives
✅ Weekly operational cadence established (leadership meetings, metrics dashboards)
✅ Quick wins delivered: process improvements, cost savings, system optimizations
✅ Cross-functional relationships established
Objective: Implement systematic operational improvements, optimize cross-functional workflows, drive measurable efficiency and cost improvements.
Operational Process Transformation:
- SALES OPERATIONS OPTIMIZATION: Implement systematic forecasting discipline and pipeline management. Target: 10-15% improvement in sales cycle efficiency, 5-10% forecast accuracy improvement
- FINANCIAL OPERATIONS ENHANCEMENT: Optimize AR/AP processes (Target: 10-15% DSO reduction) and enhance real-time financial reporting
- SERVICE DELIVERY EXCELLENCE: Standardize onboarding and support workflows. Target: 10-15% improvement in delivery efficiency, 5-10% customer satisfaction increase
Technology Systems Optimization:
- CRM/ERP ENHANCEMENT: Implement workflow automation and systems integration to eliminate manual handoffs
- CONTRACT & LEGAL WORKFLOW: Streamline review processes and implement e-signature automation. Target: 20-30% reduction in contract cycle time
- PROJECT MANAGEMENT: Standardize methodology and tools for distributed teams to improve visibility
Cross-Functional Alignment & Integration:
- MARKETING-TO-SALES HANDOFF: Improve lead qualification and routing processes; implement SLAs
- SALES-TO-DELIVERY HANDOFF: Structured handoff process to reduce customer time-to-value
- PRODUCT-TO-SALES ALIGNMENT: Refine messaging/pricing and improve sales enablement tools
Cost Optimization & Vendor Management:
- VENDOR CONSOLIDATION: Renegotiate contracts and consolidate redundant tools. Target: 10-15% reduction in vendor spend
- RESOURCE ALLOCATION OPTIMIZATION: Align headcount and budget with strategic priorities
Team Development & Change Management:
- OPERATIONAL EXCELLENCE TRAINING: Roll out Agile/Lean best practices and a continuous improvement culture
- LEADERSHIP DEVELOPMENT: Coach functional leaders on operational discipline and accountability
Deliverables by Day 60:
✅ Sales operations improvements: 10-15% cycle time reduction
✅ Financial operations optimized: 10-15% DSO reduction
✅ Service delivery improvements: 10-15% efficiency gains
✅ CRM/ERP enhancements implemented and delivering results
✅ Contract workflow optimization: 20-30% cycle time reduction
✅ 10-15% vendor cost savings achieved
✅ Cross-functional alignment improved
Objective: Demonstrate measurable operational impact, establish sustainable operating cadence, position company for sustained growth and profitability.
Operational Impact & Results:
- OPERATIONAL EXCELLENCE: Achieve 15-20% sales cycle efficiency improvement and 80-85% forecast accuracy through operational process optimization
- FINANCIAL OPERATIONS PERFORMANCE: Deliver 15-20% DSO reduction and 10-15% operational cost reduction
- SERVICE DELIVERY TRANSFORMATION: Realize 15-20% efficiency improvement and 10-15% improvement in NPS/CSAT scores
- TECHNOLOGY SYSTEMS MATURITY: High system adoption with measurable time savings from automation
Operational Cadence & Executive Readiness:
- MONTHLY BUSINESS REVIEWS (MBR): Establish comprehensive performance review and gap analysis
- QUARTERLY BUSINESS REVIEWS (QBR): YoY/QoQ analysis and ROI assessment of strategic initiatives
- BOARD REPORTING: Operational metrics dashboard (efficiency, cost, satisfaction) for strategic recommendations
- ANNUAL OPERATING PLAN (AOP): Begin building next year's operational plan and budget allocation
Organizational Development & Culture:
- OPERATIONAL EXCELLENCE CULTURE: Embed continuous improvement and accountability across teams
- LEADERSHIP TEAM EFFECTIVENESS: Foster strong cross-functional collaboration and rigor
- TEAM PERFORMANCE: Regular coaching and career development structure
Technology & Automation Advancement:
- ADVANCED AUTOMATION: Implement AI/ML-powered insights and RPA for repetitive manual tasks
- SYSTEM INTEGRATION & OPTIMIZATION: Continued elimination of manual processes for future scaling
Deliverables by Day 90:
✅ 15-20% sales cycle efficiency improvement
✅ 80-85% forecast accuracy (on path to 90%+)
✅ 15-20% DSO reduction, improved cash flow
✅ 10-15% operational cost reduction achieved
✅ 15-20% service delivery efficiency improvement
✅ 10-15% customer satisfaction increase (NPS/CSAT)
✅ MBR, QBR, Board reporting cadence established
✅ Operational excellence culture taking root
✅ Leadership team aligned and executing with discipline
✅ Strategic roadmap for next 6-12 months finalized
By the end of 90 days, Brian will deliver:
EFFICIENCY & PRODUCTIVITY
✅ 15-20% sales cycle efficiency improvement
✅ 15-20% service delivery efficiency gains
✅ 20-30% contract cycle time reduction
✅ 10-15% improvement in resource utilization
FINANCIAL PERFORMANCE
✅ 15-20% DSO reduction (improved cash flow)
✅ 10-15% operational cost savings
✅ 80-85% forecast accuracy (improving toward 90%+)
✅ Improved revenue recognition processes
CUSTOMER & QUALITY
✅ 10-15% customer satisfaction increase
✅ Faster time-to-value for new customers
✅ Improved service delivery quality metrics
OPERATIONAL FOUNDATION
✅ Operational cadence established (MBR, QBR, Board reporting)
✅ Cross-functional alignment and collaboration measurably improved
✅ Technology systems optimized and delivering productivity gains
✅ Operational excellence culture emerging across teams
✅ Leadership team bought in and executing with discipline
This is what Brian Bilodeau brings to a COO/VP Operations role: proven ability to build, transform, and scale operational engines that deliver predictable, sustainable growth and profitability—with a track record of successful company exits that create enterprise value.
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