Selected operating experience.
These examples come from executive roles rather than Designed Scale client engagements. They show the kinds of growth and commercial problems I have owned directly.
Turning strong technology and bespoke enterprise selling into a more repeatable commercial model.
The company had strong technology and important enterprise customers, but commercial execution remained highly bespoke. My role spanned product definition, market narrative, pricing and packaging, sales process, RevOps and the wider revenue organization.
- Relevant work
- Commercial model · product/GTM definition · sales process · RevOps · pricing and packaging · org design
- Useful for
- Enterprise software companies where strong customer value still produces a highly bespoke sale.
Building commercial capability around technically complex products and multiple very different markets.
Improbable operated across gaming, government and defense simulation, platform technology and emerging business models. The work required translating technically ambitious products into market choices, GTM models, partnerships and commercial teams that could operate in each environment.
- Relevant work
- Growth strategy · new-market entry · sales and marketing leadership · partnerships · platform commercialization
- Useful for
- Companies where technical possibility is broad but market focus and commercialization have to be designed deliberately.
Helping a developer-first product professionalize and scale its enterprise motion.
GitHub already had extraordinary developer adoption. The commercial challenge was translating a product and community people loved into a more consistent enterprise value proposition and equipping a rapidly expanding global sales organization without losing what made the product distinctive.
- Relevant work
- Product marketing · enterprise positioning · enablement · launch process · developer ecosystem
- Useful for
- Developer and product-led companies moving from organic adoption toward larger enterprise buying motions.
Strategy, product-market work and growth across very different operating contexts.
Earlier roles included global product marketing at PayPal and Yahoo, strategic planning and business development at Coach, and independent strategy work through Caldera Strategy Group. Across those roles, the recurring work was deciding where to focus, how to position the offer, how to bring it to market, and what the organization needed in order to execute.
If one of these situations resembles yours, I can go deeper.
I can talk through the closest operating example, what I owned and what changed.