Thirty years of being the person who says the thing nobody wants to say.
Kindly. Usually with a laugh. But somebody has to name the actual problem before anything gets fixed — and after three decades inside sales, marketing and customer success, I’m usually the one who spots it first.
I started in sales, which means I learned early that a strategy nobody can execute is just an expensive opinion. From there I built marketing engines, then ran customer success organizations — so I’ve seen the same revenue problem from three different chairs, and I know how differently each one describes it.
That’s the part most consultants miss. Sales says marketing sends garbage leads. Marketing says sales can’t close. CS says nobody told them what was promised. All three are usually right, and none of them is the actual problem.
Now I work as a fractional growth executive with founders and CEOs whose companies have stalled at a revenue level they can’t seem to get past. I join the team, find the real constraint, and stay until it’s fixed — not until the engagement ends.
How I actually work
Four things I won’t compromise on, because they’re the difference between a plan that works and a binder on a shelf.
Most companies don’t have a strategy problem, they have a diagnosis problem. We find out what’s actually true before we decide what to do about it.
I’m not a deck-and-disappear consultant. I sit with your team, in your tools, on your calls. Advice you can’t implement isn’t advice.
The goal is that you don’t need me. I build the system and coach the people who’ll run it, then I get out of the way.
If a document doesn’t change a decision or give somebody something to do on Monday, I don’t make it.
