That distinction shapes how I think about post-sale strategy, how I structure teams, and how I define success. Over 15+ years leading CS and Ad Operations inside SaaS, AdTech, and MarTech platforms, I’ve learned that the gap between a CS org that protects revenue and one that generates it comes down to three things: how accountability is structured, how performance is measured, and whether the operating model was designed for where the business is going — not where it’s been.

At Stack Overflow, I led post-sale strategy across a $100M+ ARR portfolio spanning advertising, API data licensing, and SaaS products. That meant owning revenue performance across four product lines, managing enterprise partnerships with Google, Microsoft, and OpenAI, and rebuilding a CS organization from product-aligned coverage into a senior-led account ownership model — while simultaneously improving advertising deliverability from 62% to 99%+ and generating $7M+ in incremental annual impact.

The work I’m known for sits at the intersection of customer strategy, platform monetization, and organizational design. I operate best inside complex, multi-product environments where the post-sale function hasn’t yet caught up to the scale of the business — and where there’s real appetite to change that.

I also speak at industry conferences and executive forums on post-sale strategy, platform monetization, and leading through organizational change. My talks are built from operating experience, not frameworks borrowed from someone else’s business.