AI initiatives that are stuck after the impressive demo.
I help separate useful automation from expensive theatre, then shape the operating model needed to make it work in the real company.
For people I met through RevGenius
The demo worked. Now the real execution starts.
I help founders and leadership teams turn messy technology, AI, GTM operations, hiring, vendor, and delivery problems into clear decisions and forward motion.
Executive operatorCo-founder and operator behind a ~90-person software delivery company.
AI without theatreUseful automation, production reality, and operational fit before tool worship.
GTM-aware executionGood strategy dies quickly when systems, people, delivery, and ownership are weak.
Where I am useful
Most execution problems are not caused by one broken tool.
They usually sit between people, process, product, incentives, vendors, architecture, hiring, and unclear ownership. That is the mess I work inside.
GTM systems that look busy but do not create enough movement.
Outbound, RevOps, content, workflows, handoffs, and tooling only matter if they create qualified conversations and usable signal.
Delivery teams that are active, but not accountable.
I help leadership find where ownership is missing, where scope is vague, where quality is slipping, and where decisions are being avoided.
Hiring plans where nobody agrees what “great” looks like.
I help define senior roles, pressure-test candidates, challenge agencies, and make hiring decisions less hopeful and more evidence-based.
Vendor or agency relationships that feel off.
I help diagnose whether the real issue is incentives, capability, communication, architecture, scope, leadership, or lack of governance.
Founders who need a serious second brain.
Someone who can challenge the thinking, simplify the plan, force trade-offs, and help keep the important work moving.
Why this exists
The brutal last 20% is where most plans get exposed.
RevGenius is full of people building GTM motions, AI-native workflows, outbound infrastructure, revenue systems, and operating models. My value is not another hot take. It is helping turn fuzzy ambition into executable work.
1
Find the real blockage
We cut through symptoms and identify whether the issue is technical, commercial, organizational, operational, or simply a lack of ownership.
2
Make the next move obvious
You get a practical path forward: what to stop, what to fix, who should own what, and which decisions can no longer be delayed.
3
Keep pressure on execution
I can stay involved as a fractional execution partner, operator, advisor, hiring support, or vendor-side pressure tester.
A simple filter
You probably do not need me if the problem is already clear and owned.
You should talk to me when the work matters, but the path is messy: AI pilots, delivery drag, GTM systems, vendor uncertainty, leadership misalignment, or hiring decisions where a wrong call will be expensive.
Start here
Send the messy version. Not the polished one.
A few sentences are enough: what is stuck, why now, what you have already tried, and what would be useful to untangle first.