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Walk Of Grit · By Kareem Powell

Welcome to the Walk Of Grit.

Walk of Grit is Kareem Powell's blog on personal and professional development, sports analytics and quantitative finance.

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Start here: Walk of Grit - Prologue 1

Kareem Powell, former GTM Finance Analyst (Sales Finance | Contract) at Amplitude

Who is Kareem Powell

Kareem Powell is a GTM Finance analyst who turns data into insights that shape decisions across Sales, Operations and Finance. He writes Walk of Grit to inspire the next generation of entrepreneurs, analysts and data scientists, whatever their background.

  • Revenue Variance & Modeling: Developed a Revenue Variance dashboard in Superblocks, integrating Snowflake SQL, Claude Cowork, Salesforce and Slack, to flag renewal discrepancies and resolve six figures in variance before Finance leadership review (Amplitude, 2026).
  • GTM Finance Documentation: Standardized GTM Finance definitions and documentation with Claude Cowork, Granola, Superblocks and Microsoft Excel, reducing new-employee onboarding time (Amplitude, 2026).
  • Forecasting: Publishes Revenue Whisperer revenue forecasts for ten SaaS companies and the Messi model match forecasts for Europe's top five leagues, each with a back-tested track record.
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To that extent, and over the course of my professional career, I’ve documented various aspects of my life, this period included, to hopefully provide perspective, especially to those from humble roots.

Born and raised in Kingston, Jamaica (Haha, yes Jamaica 🇯🇲: “wah gwaan!”), to the streets of the San Francisco Bay, my mission in life, even before I vocalized it, has always been to inspire others to Grit, and my vision has similarly always been that people’s lives would improve by being inspired to Grit.

In my most recent experience, I worked across Sales Finance: first in Order Management from March 2026 to May 2026, then in Deal Desk for the month of June to support the June Quarter-End Close Cycle, and then quickly back in Order Management in July of 2026… where, with the knowledge I had gained in both teams, I was enabled to work cross-functionally across GTM Finance to support both up and downstream teams from Sales, to Sales Operations (RevOps), to Legal, to Deal Desk, to Order Management, to FP&A, to Commissions, etc.

Through my time working cross-functionally across GTM Finance, I was able to standardize our GTM Finance definitions and documentation using Claude Cowork, Granola, Superblocks, and Microsoft Excel, to reduce new-employee onboarding time and enable us to scale quickly with the rest of the company, so that as our revenue grew and we brought in more customers, we’d be more enabled to keep pace with the rest of the Org, which had shifted to a more AI-native approach.

But What Did An AI-Native Approach Mean For An Operations-Focused Unit?

It meant having to learn from scratch for a lot of people. Transitioning people to different technologies or tools is often a difficult process, since change is something we as a society struggle with.

But from being enabled by team members across Sales, Sales Finance, Rev Ops, Legal, Deal Desk, Order Management, FP&A, and Commissions, I was able to work cross-functionally and collaboratively across teams to learn more about the business over the roughly 7-month period — about what we did, how our products worked, and how best to provide value for the team — which is when I realized that for my department, which was really relatively new, we did not have the enablement needed to scale with the rest of the Org as we became more AI-native, and as such would not be able to handle the additional influx of deals with the tools at our disposal.

This realization eventually allowed me to receive the approval to complete and automate the documentation across both of our teams, which allowed many of our cross-functional teams to work more cohesively and to be brought into how we approach different opportunities. We now had the data we needed: we could pull deal data from Salesforce that we weren’t able to pull before, run forecasts we weren’t able to run before, and put together a treasure trove of info on things we might have missed to share with up- and downstream teams, enabling Sales, RevOps, FP&A, and the broader Sales Finance Org.

But while it may sound like I’m making it a big deal, when it was just documentation… Well, I’d say that’s because it kind of is.

Why Was It A Big Deal?

I had worked at a clean energy software startup before, where the documentation served as a key lifeline across a smaller team of executive stakeholders. As the only intern, I worked mainly with Directors, CEOs, COOs, Managers, etc. to complete it, even though the internship was slated for just 4 months. And even though I had no prior experience in the Distributed Clean Energy space, the documentation which I created, “The WattCarbon Universe”, still lives on to this day.

In just 4 months, I was able to learn and understand complex energy deals, the financial planning and analysis needed for those deals, about VPPAs, Energy Attribute Certificates (EACs) and why they’re preferable to RECs: they provide tracking that allows our Corporate Buyers to see where the EACs they purchased were being used: for example, were they earned through Solar Panels generating electricity in the most polluted times of the day, or were they saved by heat pumps which helped to heat water during the most expensive (electric) times of the day.

And even from my recent experience at the Drucker School of Management (founded by the great Peter Drucker, the Father of Modern Management), I was able to enable my team there as well by logging all our supplies for meetings, classrooms and lectures, by putting together models for project planning to forecast upcoming demand based on our current usage, and by helping us plan for capacity in other regards.

But from this experience as well, having worked with world class Professors, Faculty, and Staff, I was able to feel enabled, capable, and trained through their guidance, their support, and through their encouragement.

One of the hardest things in managing employees is enabling them and ensuring that they feel confident about their tasks, and in both of those roles, at WattCarbon and Drucker, and even at prior organizations such as Sagility, I worked cross-functionally across departments to enable and help our agents feel more capable by digesting difficult-to-understand quality assurance metrics using Excel VBA models, PowerBI, Tableau, and Microsoft Access SQL to synthesize and consolidate the reporting of metrics across our group of companies.

But that’s all to say that one of the quickest ways to scale is to ensure that teams are acting in accord by enabling them to feel capable and empowered, since they can then feel much more confident to share information, data, and to work cross-functionally across teams, so as to provide shareholders — if it’s a public company — with the most value; since a business that can scale quickly and effectively, and that can easily adapt to change, is a business I’d definitely be willing to place my bet on.

#WalkofGrit, Chapter 5 - Kareem Powell

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