Growth and commercial work across functions.
I work on growth problems that cut across product and market, sales and marketing, and the path from customer evidence to a repeatable way to grow.
Traction without a repeatable sales motion
Customers get real value, but every deal still feels different. The founder remains essential. Reps succeed through individual judgment rather than a shared model.
What I work on
ICP and trigger clarity, proposition, proof, offer design, sales motion, roles, stages, handoffs and management cadence. Enough of the sale needs to become common and explicit for the company to learn, manage and scale.
The move from adoption to enterprise
A product that spreads through teams, developers or smaller customers begins to encounter enterprise buying, security, procurement and executive-level value scrutiny.
What I work on
Enterprise value proposition, packaging, commercial architecture, segmentation, proof, enablement and the relationship between product-led adoption and sales-led expansion.
An operating model built for an earlier stage
The company has outgrown the informal processes that got it here. CRM data is unreliable, stages mean different things to different people, forecasts are negotiated, and handoffs are fuzzy.
What I work on
Sales process, stage definitions, ownership, handoffs, forecast logic, RevOps, management rhythm and tool requirements. The operating model and process come first; the CRM should reflect those decisions.
Too many products, markets or directions
The organization is busy, but resources are spread across too many opportunities and local teams are making choices that do not add up to a coherent growth strategy.
What I work on
Where-to-play and how-to-win choices, market prioritization, business-model implications, portfolio logic and the resource decisions required to make strategy real.
A new stage needs a different GTM model
A new product, market, acquisition, financing stage or leadership change alters what the company must become. The existing GTM model was built for a different version of the business.
What I work on
Commercial readiness, positioning, packaging, organizational design, launch architecture, new-market entry and the operating choices that connect the strategy to execution.
Tell me what the business is trying to solve.
You do not need to know whether that points to a fractional role, a defined project or a lighter advisory relationship before we speak.