All Great Things is a GTM and revenue studio built by a business builder and a commercial operator.
Based in Frisco, Texas and working with teams across the U.S., All Great Things helps founder-led and private equity-backed companies build the commercial systems, leadership structures, and operating disciplines required for durable growth.
The studio is led by Jason and Jennifer Mellet, whose backgrounds are distinctly different but highly complementary.
Jason is an entrepreneur and business builder who has spent his career creating companies from the ground up, including an e-commerce business and a two-sided marketplace. He brings a marketer’s understanding of demand creation, a builder’s instinct for how businesses actually work, and a deeply AI-forward approach to systems, automation, data, and workflow design.
Jennifer is a board director and senior commercial operator who has spent more than two decades leading revenue organizations through growth, transformation, M&A, ownership transitions, and periods where the commercial model needed to evolve. She brings the leadership, organizational, and operating perspective required to turn growth strategy into repeatable performance.
Together, they connect the two things companies often try to solve separately: how the commercial organization should operate and the systems that make that operating model work.
Built from two different operator perspectives.
All Great Things was shaped by the experiences Jason and Jennifer had on opposite sides of the growth equation.
Jason built businesses himself. That meant understanding the entire system — how to create demand, acquire customers, build a market, improve conversion, automate processes, connect data, and solve operational problems without handing them to another department.
Jennifer spent her career leading commercial organizations inside complex, high-growth businesses. She has built and scaled revenue teams, redesigned organizations, strengthened leadership, developed compensation and accountability models, integrated acquisitions, and worked with boards and investors through periods of significant change.
All Great Things brings those perspectives together.
Jason’s lesson
Look beyond individual channels and focus on the infrastructure underneath growth: the workflows, information, technology, and automation that determine how quickly and intelligently a business can operate.
Jennifer’s lesson
Growth becomes durable only when strategy, leadership, structure, accountability, and execution are aligned.
Jason builds the systems that create leverage.
Jason approaches GTM as a business builder first. Because he has built companies rather than operated inside a single corporate function, he looks across the whole business — from customer acquisition and marketing through data, systems, workflows, and operations.
Today, he applies an AI-forward approach to that work, using automation and modern technology to rethink how commercial work gets done. He identifies where teams are losing time, where information is fragmented, where manual processes are slowing execution, and where better systems can create meaningful operating leverage.
Then he builds. Jason can move from identifying a problem to redesigning the workflow, connecting the data, building the automation, creating the research engine, and delivering the infrastructure the team actually uses — including client portals, content factories, signal-based outbound, attribution, and AI-visibility systems.
AI-forward, system-first
Jason uses AI, automation, data, and modern GTM technology to simplify complex workflows and help teams operate faster and more intelligently. The goal is not more technology. It is better work.
Hands-on from strategy through execution
Jason stays close to implementation, building the systems, workflows, dashboards, automations, and research tools required to turn strategy into day-to-day execution.
Jennifer builds the organization that can carry the growth.
Jennifer brings the perspective of a senior commercial operator and board director who has repeatedly led organizations through scale and transformation.
She works with CEOs, boards, investors, and revenue leaders to determine how the commercial organization needs to evolve to support the next stage of growth. That includes organizational structure, leadership roles, operating cadence, incentives, accountability, forecasting, customer lifecycle strategy, and the mechanisms leadership teams use to manage performance.
Jennifer’s strength is connecting strategy to the organization responsible for executing it. She helps leadership teams understand where growth is constrained, what needs to change, and how to build the structure and discipline required to create more predictable performance.
Commercial leadership & operating model
Jennifer helps companies align structure, talent, incentives, accountability, and operating cadence with their growth objectives. The focus is not simply on what the revenue strategy should be, but whether the organization is actually designed to deliver it.
Board-ready clarity
Jennifer brings a board and investor lens to commercial performance, helping leadership teams establish the metrics, reporting, expectations, and operating rhythm required to understand what is driving revenue and where intervention is needed.
Where the combination becomes powerful.
Many growth problems sit in the gap between strategy and execution. A company may have strong leadership but fragmented systems. It may have sophisticated technology but unclear accountability. It may have plenty of data but little visibility into what is actually driving performance. Or it may have a compelling growth plan without the organizational structure or workflows required to execute it consistently.
That is where the All Great Things model is different. Jennifer helps define how the commercial organization should operate. Jason builds the systems, workflows, automation, and infrastructure that make that operating model real.
Together, they can move from the board-level question — what needs to change to create more value? — all the way through to the practical question — how should the business actually work differently on Monday morning?
What All Great Things helps companies build.
- A connected commercial operating model Align strategy, organizational structure, leadership, process, data, technology, and accountability around the same growth objectives.
- A modern GTM system Build the workflows, automation, research capabilities, customer signals, and technical infrastructure required to improve commercial execution.
- A scalable revenue organization Clarify roles, leadership, incentives, talent, operating cadence, and accountability so the organization can support the company’s next stage of growth.
- Better commercial visibility Create the reporting, metrics, and decision-making rhythm that allow CEOs, leadership teams, and boards to understand why performance is moving and where attention is required.
- Greater operating leverage Use AI, automation, systems, and stronger organizational design to help teams accomplish more without simply adding more people, more tools, or more complexity.
A studio in Frisco, serving operators everywhere.
All Great Things is based in Frisco, Texas, with a remote-first model that allows Jason and Jennifer to work directly with leadership teams across the country.
The studio primarily works with founder-led and private equity-backed companies navigating growth, transformation, or commercial complexity.
- Two operator perspectives, one commercial system. Jason brings the builder, systems, and AI lens. Jennifer brings the leadership, revenue, and value-creation lens.
- Senior operators, directly involved. Clients work with Jason and Jennifer — not junior teams or layers of account management.
- Strategy through execution. The work can move from board-level priorities and organizational design all the way through to workflows, systems, automation, and implementation.
- Built to create lasting capability. The goal is not to make the company dependent on All Great Things. It is to leave behind stronger leaders, better systems, clearer operating discipline, and a commercial engine the organization can continue to run.