I’ve spent my career responsible for the number.
And I’ve learned that the number is rarely where the story begins.
I’m a commercial operator by wiring,
not just by title.
For 14+ years, I’ve worked across
sales, marketing, RevOps,
partnerships and customer
experience—inside public,
venture-backed and
PE-backed businesses.
Performance is rarely the product of one person, one function or one decision.
I’ve carried large P&Ls, built teams from the ground up, led through periods of significant growth—and through periods when the results didn’t come fast enough.
Both taught me something.
The visible number is an outcome. The real work is understanding the system underneath it: strategy, market, product, positioning, leadership, people, organization, demand, sales, customer experience and execution.
Good decisions still need time to work.
Results don’t come from decision quality alone. They come from what happens after the decision is made.
I believe people can do more than we sometimes allow them to.
Numbers create clarity. But people create outcomes.
My leadership style has always centered on high expectations, ownership and accountability. I ask questions. I challenge assumptions. I give people room to think, decide and operate—not simply wait for direction.
Helping someone doesn’t always mean taking something off their plate. Sometimes it means believing they’re capable of carrying more.
Develop people by expecting more from them—not by doing more for them.
Public. Venture. Private equity. Different environments. Same responsibility.
Understand the business. Build the right organization. Develop the people. Create accountability. Produce the outcome.
R/CO is the next evolution of that work.
Not every company needs another full-time executive. Not every CEO needs another consultant. And not every performance problem needs the same solution.
Sometimes the highest-value role is advisor. Sometimes it’s diagnostician. Sometimes it’s operator. Sometimes it’s standing in front of a room challenging leaders to think differently.
Start with the problem. Then determine the role.
The title isn’t the point.
I’m competitive. I care about doing great work. And I like winning. But my definition of success has changed over time.
I’m a husband and dad first. My wife and I are raising three kids in Florida, and much of what drives me professionally is pretty simple: build a great life for them and be present enough to actually experience it with them.
I want to do consequential work with people I respect. I want to keep learning. I want to build things I own. And I want enough agency over my time to be there for the parts of life that don’t show up on a resume.
When I’m not working, there’s a good chance I’m with my family, coaching one of my kids, playing golf, traveling—or trying to convince myself the next thing I’m considering buying is a perfectly rational financial decision.
Start with the problem.
Tell me what you’re trying to solve. We’ll figure out whether R/CO is the right fit—and what role the problem actually requires.
START A CONVERSATION