Who We Are

Elevantix CXO Collective was founded by two executives who spent their careers inside the organizations they now advise. Before founding the firm, both held C-suite and senior vice president titles, carried direct accountability for revenue and technology outcomes at the board level, and managed portfolios exceeding one billion dollars in annual revenue. The perspective behind every engagement was earned operating inside the roles, not observing them from the outside.

The firm exists to close a specific and persistent gap in the mid-market. Companies at the inflection point between early-stage momentum and institutional scale consistently lack the senior leadership capacity required to navigate that transition. The typical response hiring a full-time C-suite executive is frequently the wrong move at the wrong moment. The cost is prohibitive, the ramp time is long, and the organizational readiness to absorb that kind of leadership is often not there. The alternative retaining an advisor or consultant produces frameworks and recommendations that no one is accountable for executing. Elevantix CXO Collective was built to offer a third path: embedded, accountable executive leadership deployed on a retainer basis, sequenced to the specific stage and constraint of each client organization.

What distinguishes the firm is not the model. Fractional executive firms exist across every major market. What distinguishes Elevantix CXO Collective is the caliber and specificity of the operator experience behind it. John Revnew has held the CRO title, built the commercial infrastructure from scratch, managed the board reporting, and been directly accountable for a revenue number inside a technology company. Will Carbajal has led billion-dollar public sector technology portfolios, built a national consulting practice from the ground up, and spent decades navigating the specific procurement and governance complexity that defines government technology environments. The engagements Elevantix CXO Collective takes on are the exact situations both founders have lived through as operators.

The firm works with a deliberately limited number of clients at any given time. That is not a positioning statement. It is a structural requirement of the engagement model, one that ensures every client receives direct founder attention, every scope of work is driven by measurable outcomes, and every engagement is designed from the outset to transfer enough internal capability that the firm's continued involvement is no longer necessary when it concludes. The goal is not a long-term retainer. The goal is a client organization that no longer needs one.