About
Direct, on purpose.
I spent most of my career in commercial revenue seats: Verizon, Gannett, AOL/Patch, and as Chief Revenue Officer of MobyMax, where I scaled a go-to-market team to ninety-six people. I know what a healthy pipeline looks like. I know what a bloated one looks like, too.
Process is a form of respect. Six Sigma Black Belt, Villanova, 2009. Neumann University before that. The credential matters less than the habit: find the constraint, fix the system, tell the truth about the rest.
I have a daughter who has lived with rheumatoid arthritis since she was nine. That fact has a way of stripping the jargon off words like “impact” and “performance.” People first. Then the number. Then the machine that lets both hold.
The next chapter
What I’m looking for
A leadership seat where sales and revenue operations are the job: VP Sales, CRO, Chief Revenue or Development, Head of RevOps. Commercial companies and mission-driven organizations both. Growth stage or turnaround — as long as the work is real.
While I look, I run an independent practice, Operation Impact, helping teams put a commercial-grade operating system under their number. It is the same muscle. It is not the whole story.
I do not do slide-deck consulting, and I do not audition for theater. If a conversation isn’t useful, I will say so. Respect, in this chair, is showing up prepared and not wasting the hour.
How I work
Read the org, then the deck
CRM, pipeline, forecast. I start in the system of record, not the talking points.
Coach, don’t helicopter
Frameworks that leave with the consultant are theater. Fluency that stays with the team is the job.
Tell the truth early
A clear no in fifteen minutes is a gift. A polite maybe that burns a quarter is not.
Next
If this is the conversation you wanted, book it.
Thirty minutes. No pitch theater. If we are not a fit, we will know quickly.
Book a conversation