Experience

I don’t inherit organizations.
I rebuild them.

Revenue and customer strategy executive with 15+ years scaling SaaS, AdTech, MarTech, and API-driven platforms. I build post-sale organizations accountable for revenue outcomes — not just retention metrics — and I do it by designing the operating model first and filling the headcount second.

Customer Success & Revenue Leadership

Most CS organizations are built around a simple idea: keep customers happy and they’ll renew. That model breaks the moment a business needs CS to do more than protect what’s already on the books. I’ve spent my career building the version that comes after — where CS owns a number, operates with commercial discipline, and functions as a growth engine rather than a retention safety net.

As a second- and third-line leader reporting directly to the CRO, I’ve owned post-sale strategy across enterprise, mid-market, and scaled segments simultaneously. That means designing the coverage model, building the performance instrumentation, developing the management layer, and holding the revenue line — all at once, often during periods of significant organizational change.

The environments I’ve operated in don’t allow for clean separations between customer success and commercial strategy. Technical complexity, multi-stakeholder enterprise relationships, and evolving product scope are the standard conditions — not the exceptions. I’m built for that.

AdTech & MarTech Platform Strategy

Advertising and marketing technology platforms have a post-sale problem most people underestimate. The sale closes on campaign performance promises, audience reach projections, and delivery commitments — and then the CS team inherits the gap between what was sold and what the platform can actually deliver. I’ve closed that gap at scale.

My career has been embedded in these environments. I’ve built advertiser success models for multi-format ad businesses spanning display, native, programmatic, and sponsored content. I’ve designed performance frameworks that align delivery mechanics with commercial accountability. I’ve worked directly with CMOs, VP Marketing, and agency leads to translate platform capability into business outcomes — and I’ve rebuilt the post-sale operations when those outcomes weren’t landing.

That background gives me something most CS leaders don’t have: I understand the product from the buyer’s side. I know how advertisers evaluate performance, where trust breaks down, and what it takes to sustain a monetization model through volatile market cycles. That fluency changes how I lead post-sale teams in these environments.

API, Data Licensing & Strategic Partnerships

The largest and most consequential relationships I’ve managed weren’t measured in subscription seats or campaign impressions. They were multi-year, multi-million dollar data licensing agreements with companies like Google, Microsoft, OpenAI, Amazon, and Indeed — partnerships where the post-sale motion required navigating technical integration complexity, organizational change on both sides, and evolving commercial scope simultaneously.

Owning a $55M annual data licensing portfolio means something specific: you are the senior executive accountable for whether those relationships renew, whether adoption deepens, and whether the partnership produces the outcomes that justify the contract value. I built the engagement models that made that possible — coordinating across Product, Engineering, Legal, and commercial stakeholders to close the gap between technical delivery and business value.

These aren’t relationships you manage with playbooks. They require judgment, executive presence, and the ability to operate comfortably at the intersection of technical complexity and commercial accountability. That’s where I’m most at home.

Operating Model, Systems & Scale

Every organization I’ve led has gone through structural change under my watch. That’s not coincidence — it’s the nature of the mandates I seek out. I’m drawn to the inflection point: the moment when a post-sale function has outgrown the architecture it was built on and needs to be redesigned for the next phase of scale.

My approach is consistent regardless of context: diagnose before prescribing, design the system before filling the seats, and build accountability into the structure rather than relying on individual performance to compensate for structural gaps. That means org design, role clarity, capacity modeling, performance instrumentation, and forecasting rigor — built as an integrated operating model, not as a collection of independent initiatives.

The result is organizations that perform consistently — not because of exceptional individual effort, but because the system makes consistent performance the expected outcome.

Digital Marketing & Advertising

Before I built post-sale organizations, I built marketing functions. Agency, enterprise, platform — I’ve operated across all three sides of the digital marketing ecosystem, which means I understand how advertisers think, how agencies buy, and how platforms monetize. That’s not background context. It’s an active advantage in every room I walk into.

Early career roles spanning performance marketing, programmatic advertising, content strategy, and CRM implementation gave me hands-on fluency across the full stack — paid search, display, retargeting, email, attribution modeling, and marketing automation. I’ve managed campaigns, built reporting infrastructure, and generated $1.1M+ in marketing-attributed revenue from a net-new marketing function I built from scratch.

That foundation is why I can advise CMOs, partner with marketing-led product teams, and lead post-sale organizations serving digital marketing buyers without losing the thread between platform capability and real-world execution. I’ve been on both sides of that table.

Want the full picture in one document?

Prefer to talk through how this experience maps to what you’re building?