The operator behind Scaling GTM

I’ve been a VP of Sales four times: Cloudera, Tonic, Redpanda, and most recently an AI-native startup. Different markets, same job every time: take a sales motion that lived in a founder’s head and turn it into something a team could run.

Four times a VP of Sales, plus leadership across pre-sales and customer success, at companies from public-company scale down to seed stage. Advising and fractional CRO work with founder-led B2B companies since 2023, two of which have been acquired.

The part of the job I love is the building: the first reps, the first playbook, the first forecast you can actually trust. Inside one company you get to do that once every few years. At this stage, I get those reps over and over.

Good GTM advice is easy to get. What is hard is making it happen after the meeting ends. Sales systems fail on adoption, not on design, because teams run the process that makes their day easier and abandon the one that does not. So I built the tool I needed to run a sales organization. SELL reads a pipeline the way a great sales manager would if they had six hours per deal, and it keeps the CRM honest without anyone typing into it.

The founders I’ve worked with tend to say the same two things: I embed instead of advising from a deck, and I tell them the truth about their pipeline. Their words, not mine, are on the results page.

Outside the work: I live outside Philadelphia, I have three kids, and what energy is left goes into staying active.