About
Professional Services. Delivery operations. Customer Success. Partner programs. Post-acquisition integration. The work has changed titles, but the operating problem has stayed consistent: customer value depends on what happens after the deal closes.
Background
Professional Services and Delivery executive with more than 20 years of experience helping software companies scale customer-facing operating models.
Across leadership roles at BlackLine, Rimilia, VersaPay, Strongpoint, Ceridian / Dayforce, and NetSuite, Trevor has worked at the intersection of Professional Services delivery, customer confidence, revenue predictability, cross-functional operating discipline, partner-led growth, and executive-level problem solving.
He has led large delivery teams, owned a $5M+ services P&L, built global delivery frameworks, standardized services operations, designed certification and enablement programs, improved Sales-to-Delivery coordination, and served as a senior escalation point for strategic customer accounts.
Customer Growth & Delivery brings that experience into a focused advisory practice for software companies that need to improve their post-sale system.
50-word bio
Trevor MacTaggart is a Professional Services and Delivery executive who helps software companies improve the post-sale system connecting implementation, customer value, retention, and growth. His experience spans BlackLine, Rimilia, VersaPay, Strongpoint, Ceridian / Dayforce, and NetSuite, including services P&L ownership, delivery model design, partner success, and post-acquisition integration.
Why This Practice Exists
A renewal issue may be treated as a Customer Success problem.
A frustrated customer may be treated as a Support problem.
A project overrun may be treated as a Professional Services problem.
A weak partner may be treated as a channel problem.
In many cases, those are connected symptoms of a post-sale system that has not been designed for the company's current stage.
This practice exists to help leaders look across that system, define the few changes that matter most, and install a more reliable operating model.
Selected Experience
Working Style
The work is designed to be useful to senior leaders and credible to the teams who will live with the outcome.
Start by locating the actual operating problem before proposing any change. Symptoms are not diagnoses.
A bias toward outputs that leaders and teams can act on — not abstract recommendations that sit in a slide deck.
Respect for what it actually takes to make a new operating model work inside a real company with real constraints.
Start the Conversation
A working session is a practical first step. No commitment required — just a focused conversation about what is happening and what may be worth examining.