How I work

There is no one-size-fits-all engagement.The work starts with your goal, not my deliverables.

Every company I work with arrives with a different goal, a different history of what has been tried, and a different set of friction points. So the first step is always the same: understand where you are trying to go, what you have already attempted, and what is in the way. Everything after that is built to fit.

Schedule a call The approach →

The first conversation is thirty minutes. If you already know what is broken, I will help validate it. If you are not sure, I will help you figure it out.

The approach

Understand the goal. Find the friction. Build the plan together. Make it stick.

The revenue engine is a system, and it only works well when the parts connect. My job is to help you see it clearly, decide what to change in what order, and lead the people who have to change with it.

1. Understand your goal, and what you have tried

Before I recommend anything, I want to know what you are trying to achieve, what you have already attempted, and what happened. If you know where the issues are, I will validate that with you rather than re-diagnose it. If you are not sure, I will help you find out, working with your data and your people to see how revenue actually moves through the company and where it gets stuck.

2. Build the plan together

We agree on a plan to reach your goal by resolving the friction and designing the revenue engine to work as a healthy system: aligned teams, owned processes, clear handoffs, trustworthy data, and automation where the foundation can hold it. The plan is sequenced so that each change makes the next one easier, and it is yours, not a document I leave behind.

3. Get to know the leaders and teams

How a plan gets built, shared, and executed depends on the people who will carry it. I spend time with your leaders and teams so that the approach fits how they actually work, and I recommend operating cadences and rhythms that keep everyone informed and accountable without adding meetings nobody needs.

4. Help you avoid the common pitfalls

Twenty-five years across startups, scaling companies, and large public companies means I have seen a lot of what does not work, and a lot of what does. That pattern recognition is most of the value: knowing which shortcut will cost you in six months, which fix is really a symptom, and where a team will quietly stop adopting a change unless someone plans for it.

The handoffs where I most often find the friction, and where the value is largest when it is fixed:

Marketing to salesthe lead that two teams each think belongs to the other
Sales to onboardingwhat was promised compared with what was configured
Onboarding to successthe account nobody has looked at in ninety days
Success to renewalrisk that is visible in five systems and owned in none
Quote to cashthe deal that will never clear finance

Ways to engage

Consulting, fractional leadership, coaching, or a combination.

The shape follows the goal. Some companies need a focused project. Some need a leader in the seat for a season. Some need their existing leaders coached through a hard change. Many need more than one, and we will figure that out together in the first conversation.

GTM system consulting

A defined scope with a fixed duration: understand the goal and the friction, build the plan, and get the first changes moving with your team in it throughout. For companies that know something is stuck and want it found and fixed, not studied.

Fractional revenue leadership

A seat at the leadership table for a season: running the revenue system, building the operating cadence, and developing the people who will own it after I leave. For companies between leaders, or scaling faster than their current structure can carry.

Executive coaching

One-to-one or team coaching for leaders navigating change, from COOs and VPs to directors and senior managers stepping into bigger roles. ICF-certified, Hudson Institute trained, and grounded in having sat in those seats myself.

For larger engagements, I bring in a bench of seasoned consultants, all former operators and leaders, to add specific skills or bandwidth as the work requires. And when an engagement needs technical architecture or a build, I bring in Cognitive Edge, the firm I co-founded with Ernesto Humpierres. Same approach, same plan, with your team owning the result.cognitive-edge.ai

Where AI fits

Automation is one of the instruments, not the whole plan.

Some friction needs a process change, some needs a data fix, some needs alignment between two leaders, and some is ready for AI. Where a change involves automation, it has to clear four questions before I recommend building it. These separate work that is ready for AI from work that needs a process, data, or ownership fix first.

The four questions for anything we automate

Is the data clean enough that a decision made on it is a real decision?
Is the decision actually decidable, or does it depend on context that only lives in someone’s head?
Is there a defined action waiting on the other side of the decision?
Is anyone accountable for the outcome once the action is taken?

What to tell the board

Three success measures to offer the board.

These work because they are easy to measure and hard to fake, and together they demonstrate real progress on AI transformation rather than a list of tools purchased.

One named use case with one named owner

Not a list of every possible use case. One, with the metric it is meant to move and a leader whose name is next to it.

Running on real data within weeks

Not a vendor demo built on sample data. A real deliverable running on your own accounts, your own fields, and your own edge cases.

By quarter end, one decision that AI informed

The goal is not to show that activity happened. It is a specific decision, made by a named leader, that was different because of the work.

The evidence

Why I start with the system: the technology was rarely the problem.

Deloitte found that only a quarter of organizations have moved even 40 percent of their AI pilots into production, and Gartner expects more than 40 percent of agentic AI projects to be cancelled by the end of 2027. The research on why is remarkably consistent.

Disconnected systems

Fifty-one percent of sales leaders say disconnected systems are what slows their AI initiatives. When the data an automation depends on lives in five places and agrees in none of them, the output is confident and wrong.

Workflows that were never redesigned

McKinsey finds that redesigning the workflow is the single practice most associated with AI showing up in earnings. About three quarters of high performers do it, compared with roughly a quarter of everyone else.

People and process left for later

BCG estimates that ten percent of AI value comes from the algorithm, twenty percent from data and technology, and seventy percent from people and process. Most budgets and most attention go to the first ten.

“AI agents are only as effective as the systems they operate within.”Gartner Sales, survey of 210 chief sales officers, July 2026.

FAQ

Questions about working with me.

Click a question to open it.

What does an engagement usually look like?

It starts with a conversation about where you are, where you need to go, and what is in the way. From there we agree on a scope: a focused project on the GTM system, fractional leadership for a defined period, executive coaching, or a combination. Every engagement has a written scope, a fixed duration, and a named outcome, and every one starts with understanding the system as it runs today.

Who do you work with?

Founders, CEOs, and revenue and operating leaders at B2B SaaS companies from roughly $5M to $250M in revenue, including private equity backed portfolio companies. The common thread is a company that is scaling, or being asked to, and a leadership team that suspects the system underneath is not ready for it.

Can you work alongside our internal team?

Yes, and it is usually the better shape. Your team knows the business. What I bring is the pattern recognition from twenty-five years across every part of the GTM system, the plan, the sequence, and the discipline to keep the change from stalling. Your people own the result.

What if the engagement is bigger than one person?

I have a bench of seasoned consultants, all former operators and leaders, who I bring into engagements as needed to add specific skills or bandwidth. You still get one point of accountability and one approach; you just get more hands when the work calls for it.

How do you measure whether it worked?

Against the metric the change was chosen to move, compared with a comparison group where possible so the result cannot be explained by seasonality or a strong quarter. And, for the board, revenue per employee, which is how investors already compare portfolio companies.

What is the difference between coaching and consulting?

Consulting is me bringing answers: analysis, recommendations, and often hands-on execution against a specific business problem. Coaching is me helping you find your own: powerful questions, reflection, and the habits that make a leader or a team more effective through change. Most of my clients need some of each, and I will tell you which is which.

Do you build the technology yourself?

No. When the work needs technical architecture or a build, I bring in Cognitive Edge, the firm I co-founded. The two practices share the same approach, so the plan carries through to deployment without a handoff.

Talk to me.

Tell me what the board is asking for, where you think the friction is, and what you have tried so far. I read every one of these and reply myself.

Schedule a call

Or leave a note here and I will come back to you within a business day.

Sources