The Person Behind the Process

I spent the first decade of my career on the inside of the problem. As a VP of Sales at two Series B and Series C SaaS companies, I navigated the full arc of B2B sales growth — from scrappy outbound teams with six reps and manual CRM hygiene, to 40-person organizations with complex enterprise motions, channel programs, and board-level scrutiny of every pipeline review.

What I learned in those years wasn't just how to hit a number. It was why most sales organizations structurally can't hit their number — not because their reps aren't good, and not because the product isn't competitive, but because the systems, processes, and mental models that govern the revenue engine are broken in ways that aren't visible until it's too late.

I became a consultant because I found that the most valuable thing I could do was work across multiple organizations, bringing the pattern recognition you only develop by seeing the same problem manifest in dozens of different contexts. Today I work exclusively with B2B companies — primarily high-growth SaaS, PE-backed firms, and mid-market organizations navigating a step-change in scale.