Your GTM motion evolved. Did your operating model?
I help B2B SaaS companies turn fragmented customer-facing functions into one scalable growth system—across enterprise, sales-assisted, and self-serve motions.
Your customers experience one company. I help your teams operate like one.
SaaS companies where growth is no longer compounding.
I work with post-PMF B2B SaaS companies with messy GTM motions, where the standard playbook doesn't work.
You have the data and the team. What is missing is clarity on the constraint that matters most.
You're likely in the right place if:
Your GTM motion has outgrown the way it was builtThe scrappy, relationship-driven approach that got you here now depends too heavily on heroics, inconsistent processes, and institutional knowledge. You need an operating model that can scale without losing what customers value.
Customers aren't getting to value quickly—or consistently—enoughSelf-serve onboarding, enterprise implementation, and high-touch enablement are not aligned around the outcomes that drive adoption, retention, and long-term growth.
Your customer-facing teams aren't operating as one revenue systemCustomer Success, Support, Professional Services, and Sales each own part of the journey—but gaps in ownership, signals, and handoffs are creating friction, missed risk, and lost opportunities for retention and expansion.
Self-serve and sales-assisted growth aren't working as one systemThe business lacks clear signals for who should remain self-serve, who needs human help, and when that intervention will create the most value.
AI has reset customer expectations—and your GTM model hasn't caught upExpectations are changing across the product and the entire customer experience. You need a grounded view of what should change, what should stay human, and where AI can create meaningful customer and business value.
In each case, the visible symptom belongs to one department. The real constraint usually crosses several.
You need both signals read together. Otherwise, new logos just backfill churn—and the topline calls it growth.
Engagements
Start with what the business needs now. Build what the next stage requires.
Fixed fee · 2–3 weeks
GTM Operating Model Diagnostic
A focused, first-principles assessment of how the customer journey, organization, and economics are helping—or constraining—growth. I synthesize customer signals, performance data, team structure, service delivery, and financial evidence into a prioritized 90-day operating plan.
Customer journey and value realization
Segmentation, coverage, and cost-to-serve
Retention, expansion, and revenue risk
Team design, ownership, and handoffs
Technology, AI, and automation opportunities
Prioritized 90-day operating plan
The priorities and plan are yours whether or not we continue working together.
For companies that need an accountable executive to lead through a customer or GTM inflection point—not simply advise from the sidelines. I embed with the leadership team, align functions around clear customer and revenue outcomes, and own the operating plan through execution.
Customer Success, Support, Services, and Customer Marketing
Onboarding, implementation, and value realization
Segmentation and customer coverage models
Retention, expansion, and NRR
Enterprise, self-serve, and sales-assisted journeys
Organization design, metrics, and operating cadence
The problem may cross departments. The accountability does not.
For CEOs, operating partners, boards, and executive teams that need experienced customer and growth perspective to pressure-test strategy, assess an organization, or guide a high-stakes decision—without a fully embedded engagement.
Portfolio-company and customer-organization assessments
GTM operating model and organization design
Retention, NRR, and expansion strategy
Customer diligence and value-creation planning
Product, AI, and customer-experience investments
Executive alignment and decision support
Experienced pattern recognition for decisions that cannot rely on a generic playbook.
From urgent problems to an operating model the team can own
The work moves through four phases, with diagnosis continuing as execution begins. I start by stabilizing what cannot wait and understanding how customers, revenue, and work move through the company. Then we build and test the operating model the business needs now, shifting ownership to the permanent team throughout.
01 · DIAGNOSE + STABILIZE
Map customers, revenue, renewals, active implementations, support demand, and customer economics. Trace the end-to-end journey and current ownership while bringing urgent risks and executive escalations under control.
Shared diagnosis and immediate control
02 · DESIGN + BUILD
Define decision rights across the customer-facing teams. Build the segmentation and coverage model, support tiers, implementation standards, escalation paths, and success measures the company needs at its current scale.
A practical model built for the business as it operates today
03 · PILOT + OPERATIONALIZE
Test the model with live customers, renewals, and implementations. Establish the routines for managing customer risk, expansion, product feedback, and resource decisions. Develop or hire the leaders the model requires.
Working practices, evidence, and clear accountability
04 · EMBED + TRANSFER
Scale the practices that prove effective. Coach leaders as they assume decision ownership, then embed the roadmap, metrics, and operating cadence in the permanent organization.
A team equipped to operate independently
Ownership shifts throughout the engagement. The goal is a stronger permanent team, not lasting dependence on an outside executive. Explore how I work →
Selected outcomes
Evidence, not theater.
Product complexity was suppressing conversion.
What the evidence showed
Customer interviews, activation data, and support themes pointed to the same constraint: non-technical users struggled to reach value before the product became too difficult.
What changed
I proposed and drove an AI-guided product experience and rebuilt onboarding around validated customer intent.
AI adoption 3×Trial-to-paid +67%
The customer motion was too broad to protect NRR.
What the evidence showed
The same engagement model was being applied across customers with very different value potential, needs, and economics.
What changed
I rebuilt segmentation and customer plays around the journeys of the highest-potential ICP segments.
NRR +30%Expansion +23% YoYNPS +15 pts
Customer evidence revealed a new enterprise revenue lane.
What the evidence showed
Jobs-to-be-Done research surfaced an enterprise segment that wanted the underlying infrastructure without adopting the entire product experience.
What changed
I developed the product direction and business case for a usage-based enterprise offering sold through multi-year agreements.
New revenue motion23% YoY expansion
The customer organization did not exist yet.
What the evidence showed
During the separation of a no-code SaaS company from its parent, I built the customer function from the ground up.
What changed
The organization ultimately included onboarding, professional services, partners, education, Customer Success, and community.
I began in Product because I believed the answer lived in what we built. Customer Success showed me how much customer evidence appears after the roadmap decision—and how easily the needs of the largest and loudest accounts can become mistaken for the needs of the market. Growth made the full system visible.
Across QuickBase, Wistia, Jungle Scout, and Knack, I have led Product, Customer Success, Customer Experience, and Growth. I have built organizations from zero, created new product and revenue motions from customer research, built unified customer-data infrastructure, applied AI to product and service experiences, and led board-level growth strategy.
Experience gives me pattern recognition and a deep operating toolkit. First-principles thinking keeps me from mistaking a familiar pattern for the right answer.