Performance and people
are not separate.

I work with growth-stage B2B software companies as a revenue executive, advisor, and GTM operator — helping them scale enterprise revenue with more discipline, clarity, and leadership rhythm.

For some companies, that means stepping into a full-time revenue leadership role. For others, it means advising founders, executive teams, or revenue leaders through specific moments of growth, transition, or GTM refinement. The common thread is the same operating philosophy applied at different surface areas.

My career has progressed from M&A advisory into enterprise sales and revenue leadership, focused on growth-stage software companies building AI-native platforms for complex or unstructured workflows. Across those roles I have advised on more than $1B in M&A activity, contributed to over $50M in ARR through personal sales execution and team leadership, and helped shape strategic enterprise deals.

The lesson across every stage has been consistent: predictable revenue is not created by activity alone — it is created when people, process, data, and leadership rhythm are aligned around a clear commercial objective.

That belief shapes how I lead. I focus on creating clarity — in the market, in the sales motion, in the pipeline, in the forecast, and in how teams are coached and developed. Strong teams need clear expectations, consistent coaching, high standards, and leaders who help people understand what good looks like.

I tend to add the most value when a company has product-market traction, real enterprise opportunity, and enough GTM complexity that founder-led or hero-based selling is no longer enough to sustain the next stage of growth.

I'm drawn to companies that want to grow fast without becoming fragile — teams that need the structure and leadership discipline required to scale. The goal is simple: build teams that perform, improve, and produce revenue outcomes the business can predict and trust.