Full track record

Five builds. One pattern: walk in, build the system, scale it.

Each engagement started with fragmented data, no unified cadence, or no function at all — and ended with infrastructure the organization still runs on. Open each one.

The situation

Recruited into a $2B–$2.5B Americas revenue theater running with no unified operating cadence, fragmented Salesforce data across 100+ districts, and no cross-functional accountability model.

The build

Stood up the complete Business Operating System from zero — weekly forecast calls, MBRs, QBRs, CRM governance, district-level accountability — while co-leading the Americas AOP across 500+ sellers and rebuilding Deal Desk workflows processing 3,000–4,000 deals a quarter.

The result

Within-5% forecast accuracy in 6–9 months, with the Americas consistently meeting or exceeding revenue targets against plan. Promoted to global scope in nine months; the Americas framework was adopted as the worldwide standard. Went on to lead a 45-person global org spanning Field, Deal, and SDR Operations for the full $4.5B business — deploying AI-assisted MEDDPICC scoring and deal health intelligence across the global pipeline.

±5% forecast accuracyMet or exceeded plan$4.5B ARR org45-person teamAI-driven GTMPromoted in 9 months

The situation

A deliberate move inside a fintech-focused PE firm — not a gap between roles, but a strategic investment in learning how boards evaluate GTM performance and how value creation works under investor scrutiny.

The build

Embedded operating partner across seven growth-equity and buyout portfolio companies in North America and Europe. Built RevOps from zero at InvestCloud ($150M–$500M ARR), ran pre-close GTM diligence on prospective acquisitions, and led post-close revenue integration.

The result

Delivered the first credible, data-backed revenue narrative InvestCloud's board had received. Built the standardized KPI framework Motive's board used across the portfolio — translating operator metrics into investor-grade language: ARR trajectory, NRR trends, CAC payback, sales efficiency.

7 portfolio companiesBoard KPI frameworkRevOps build from zero$5B+ TAM partnershipPre-close diligence

The situation

Competitive losses accelerating across a global sales org on a $350M–$1B ARR trajectory, with a reactive five-person function and no structured operational response. One of the few non-Sales executives with a consistent seat at the revenue table.

The build

Rebuilt competitive intelligence into a revenue-generating capability — coaching, certification, and battle card infrastructure embedded into rep workflows and manager inspection. Architected the Anaplan–Accenture global partnership from inception and co-led the xP&A solution launch.

The result

7% global win rate improvement with zero incremental headcount — direct, attributable CRO-level impact. Played a central role across the Thoma Bravo acquisition lifecycle, designing and executing the 100-day GTM integration and value creation roadmap.

+7% global win rateThoma Bravo 100-day planAccenture partnershipBoard-level materials

The situation

No competitive or market intelligence function existed across a business scaling from $400M toward $1.5B ARR. CEO, CRO, CFO, and Product needed a repeatable way to win competitive deals.

The build

Built three teams from scratch across Americas and EMEA over five years, scaling to 15+ people. Designed competitive displacement campaigns, owned revenue analytics for CRO/CFO decision-making, and fed capability gaps directly into product roadmap and pricing.

The result

16% YoY North American win rate growth. $110M+ in attributable pipeline influence and $41M+ in ARR in FY20 — competitive displacement established as a repeatable, scalable revenue motion and full-lifecycle asset supporting NRR targets.

+16% win rate YoY$110M+ pipeline$41M+ ARR FY203 teams, 15+ people

The situation

A $200M+, 75-person sales organization underperforming inside a $1B–$5B North America revenue operation. Strategic advisor to the NA CEO, CFO, COO, and Business Unit Presidents.

The build

Redesigned territory maps, quota and headcount models, org design, and sales methodology from the ground up. Owned SAP North America's AOP end-to-end and led post-merger revenue integration for five acquisitions, including Ariba and SuccessFactors.

The result

17% revenue increase and 60% pipeline expansion — among the highest-impact operational initiatives in SAP North America in that period. Strategy recommendations formally adopted by SAP's Global Executive Leadership Team.

+17% revenue+60% pipeline5 M&A integrationsGlobal ELT adoption