GTM transformation, all the way through

I lead GTM transformation across the whole revenue system.

When a company’s strategy changes, every part of go-to-market has to move with it. I connect the decision from the C-suite through brand, demand, sales, customer success, renewals, and growth, then help the team build the system that can carry it.

Tell me what you’re trying to change See how I work

4× conversion rate (2.5% → 10%)

54% faster to market (26 → 12 weeks)

98% reduction in data errors (30% → 0.61%)

$15B GTM engine built

Why I can see the whole system

I’m a recovering engineer, so I know that products are the easy part.

I started in product engineering, moved through implementations and professional services, and learned pretty quickly that products are easy. Change is hard. I built a customer success program that grew into a $1.5 billion annual business, then got asked by a CMO to use those same build skills to create the end-to-end GTM engine for a $15 billion company.

That path is why I can move from executive strategy into the details without losing the business. I know what happens after the strategy deck, where the handoff breaks, and what it takes to make the change real for the people expected to carry it.

Work with me

Bring me in for the amount of ownership the change requires.

Some teams need a defined transformation with a clear end. Others need a senior operator in the work until the new system holds. I do both.

Scoped GTM transformation

For a consequential change with no credible path through the organization yet. I diagnose what’s stopping it, align the leaders who own it, and build the operating model and execution plan the team can run.

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Fractional GTM transformation leadership

For a company that needs senior ownership through the change. I step into the work, lead across functions, and stay through the point where the team can carry the system without me.

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Executive advisory

For a founder or executive who needs senior judgment on a live GTM decision. Bring the actual problem. We’ll get specific about what’s happening and what you should do next.

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Where this work earns its keep

The company has changed, but go-to-market still has to catch up.

You’re moving upmarket and the old motion can’t carry the deal.

The buyer, story, activation, sales motion, and post-sale experience all need to change together.

The strategy is clear in the executive room and blurry everywhere else.

The decision never became priorities, owners, measures, handoffs, and a plan the team can execute.

Marketing, sales, and customer teams are each solving a different version of the problem.

The functions are busy. The business still can’t see one connected route from strategy to revenue.

Growth still depends on a few people carrying the whole company in their heads.

The judgment has to become a system without sanding off what made the motion work.

How an engagement works

The actual situation tells us what the engagement needs to be.

We start with the plans, decisions, data, and people already carrying the work. Once the real constraint is visible, I’ll tell you whether it needs a defined project, ongoing fractional leadership, or a few hours of senior judgment.

Find out what’s actually happening.

I review what already exists, listen for where the stories conflict, and get specific about the decision or handoff that’s keeping the work from moving.

Decide what has to change.

We define the owners, measures, sequence, and operating rules the new strategy requires. You leave with the decisions and a plan people can actually use.

Build until the system holds.

For a scoped project, I build the path and hand it to the team. In a fractional engagement, I stay in the work until the new way of operating can survive without me.

Ideas and speaking

I write and speak about what happens after the strategy deck.

The work gives me plenty to say: how a company moves upmarket, why cross-functional handoffs keep breaking, what AI exposes about the operating model, and what has to change before a new strategy can produce revenue. I use the same examples and directness on stage that I use with a client.

Read the ideas → Ask about speaking →

What it’s like to work with me

I’ll tell you what I see, including when the premise is wrong.

I’m good in a genuinely messy room. I can hear what everyone thinks is happening, find what’s actually stopping the work, and turn it into decisions people can use. I’ll get specific enough to be useful, I’ll stay close enough to see whether the plan survives contact with reality, and I won’t leave you with a beautiful deck nobody knows how to operate.

Also, I’m not especially interested in transformation theater. That tends to save everybody a lot of time.

Start with the actual situation

Tell me what changed, what the company is trying to become, and where the work keeps getting stuck.

I’ll tell you whether I’m the right person to help and what a useful first engagement would look like.

Start a conversation