Work With Me
I don't have a pitch deck for this.
Most consulting pages hit you with a wall of service tiers, engagement models, and hourly rates like a restaurant menu where everything costs “market price.” This isn't that.
Here's what actually happens: a founder or leadership team reaches out because something in their company is scaling and something else is breaking. We have a conversation. If I can help, I tell you how. If I can't, I tell you that too. Nobody needs a 40-slide capabilities deck to figure out whether we should work together.
What brings people to this page
It's usually one of these. Sometimes several at once. (It's almost always several at once.)
You're still the sales team, the support desk, and the product manager.
The product works. Customers stay. But growth is unpredictable because everything runs through you. Pipeline lives in your head or a spreadsheet. HubSpot is half-configured and nobody trusts the data. You've hired engineers, but you can't connect their output to revenue. Every week you do three jobs and none of them get done well.
This is a systems problem, not a hiring problem. I build the GTM infrastructure, operating cadence, and revenue instrumentation that let the company grow without you being the bottleneck for every decision. That includes looking at how your product is priced and packaged, because the most common revenue leak I find isn't in the pipeline. It's in the pricing model.
Your team ships features but revenue doesn't move.
The engineers are working. Velocity looks fine on paper. But you can't draw a line from what got deployed last month to pipeline, activation, or retention. You're building, but you're not sure you're building the right things. Priorities change constantly. Retro notes from six months ago could be pasted into this week's meeting and nobody would notice.
This is an engineering-to-revenue alignment problem. I install the planning systems, delivery metrics, and capacity allocation that wire engineering work to business outcomes. Not by making engineers think like salespeople. By connecting the systems so everyone works from the same map.
You just closed your first enterprise deal and the infrastructure can't support it.
Someone asked about SSO. Someone else asked about SOC 2 compliance. Your integration story is “we have an API... sort of.” The architecture was fine at 50 customers. At 500, things are creaking.
This is an enterprise readiness problem. I've built integration layers (OneRoster, Clever, Ed-Fi, SSO, HubSpot), migrated monoliths to microservices, and designed API platforms that enterprise buyers actually trust. The goal isn't architectural purity. The goal is a platform that doesn't become the reason you can't close the next deal.
One thing worth knowing: security and compliance posture aren't just requirements you satisfy to close enterprise deals. In 2026, they're what shortens your sales cycle. Buyers evaluate governance early. A strong posture moves you to the front of the procurement line. A weak one adds months. I help you build this as a growth lever, not a back-office chore.
You raised a round and need to show growth metrics in 6 to 12 months.
The money is in the bank. The board expects a growth story. But you don't have the operating system to deliver it. The quarterly forecast and the weekly reality don't match. Nobody has claimed the R&D tax credits you're sitting on. The financial model your investors reviewed uses assumptions from two quarters ago.
This is a financial and operational control problem. I've identified cash flow issues that existing forecasts missed by five months, captured roughly $600K per year in R&D credits that weren't being claimed, and built reporting systems that give founders a picture they can actually trust.
A side effect of this work: your next fundraise gets dramatically easier. When I install RevOps, operating discipline, and financial controls, you end up with the metrics, the roadmap, and the financial clarity that investors actually ask for in diligence. That's not a separate engagement. It's what the scaling work produces.
You want AI in your product but your data and architecture aren't ready.
Your board asks about your “AI strategy.” Competitors have “AI-powered” on their homepage. Your team has prototyped integrations and none are production-ready. Meanwhile, the actual AI opportunity, the one that would compress your biggest operational bottleneck, is sitting in plain sight and nobody's looking at it.
Two problems hide inside this one.
The first is strategic: figuring out where AI creates genuine business leverage versus where it creates expensive demos. The answer is almost never “add a chatbot.” It's usually using AI to compress the bottleneck preventing your team from scaling. Customer success, content operations, development velocity, data pipelines.
The second is foundational: your data isn't ready. Product data is scattered. Analytics are unreliable. CRM data doesn't match product data. You can't answer basic questions like which customer segments retain best. AI built on bad data produces bad outputs, confidently. I help you build the data foundation and the architecture to support AI at scale, before you ship the feature. That includes thinking about inference costs, data governance, and whether your pricing model accounts for the variable cost structure AI introduces.
Your team is talented but nothing ships predictably.
You hired great people. They're all working hard. And somehow, every quarter, the plan falls apart by week three. Priorities shift constantly. Nobody knows who owns what. The retro notes from six months ago could be copy-pasted into this week's retro and nobody would notice.
This is an operating cadence problem. OKRs that actually connect to outcomes. Planning rhythms that survive contact with reality. Delivery metrics that tell you where the bottlenecks are before they become crises. Team topology that creates ownership instead of confusion. None of this is rocket science. All of it is surprisingly rare.
Who this is for
SaaS founders between $500K and $5M ARR. Early or Post-product-market-fit. Pre-everything-else.
You've proven the product works. Customers are paying. But the systems underneath, the GTM infrastructure, the engineering operating cadence, the data readiness, the financial controls, aren't keeping pace. Growth feels fragile. You know the next stage requires a different operating system than what got you here.
I work best with founders and small leadership teams running sales-led or enterprise GTM motions who have the traction but not the machine. The companies where one person still makes every decision because nobody has built the system that distributes that load.
One honest boundary: if you're pre-product-market-fit and need help figuring out what to build, I'm probably not the right fit. My lane is connecting engineering, revenue operations, data infrastructure, and financial systems for companies that know what they're selling and need to scale how they sell it.
How it works
Every engagement starts with a conversation. No proposals, no scoping documents, no “discovery phase” that costs more than the actual work. We talk. I ask questions. If there's a fit, I'll tell you what I think the problem is and how I'd approach it.
From there, it usually takes one of three shapes:
Focused sprints
A 4–8 week engagement on a specific scaling challenge: set up your RevOps infrastructure, design your enterprise integration architecture, build your R&D tax credit program, assess your platform for enterprise readiness. Clear scope, clear deliverable, clear exit. This is where most engagements begin because it lets you see how I work before committing to anything larger.
Strategic advisory
Monthly working sessions plus async access. I help you think through architecture decisions, org design, GTM strategy, and financial planning. You do the execution. I make sure the execution is pointed at the right problems.
Embedded leadership
I work as a fractional CTO or COO, typically 2–4 days a week, embedded with your team. Minimum three months because anything shorter is consulting theater. This is for companies that need an operator in the room, not advice from the sidelines. Most embedded engagements start as a sprint or advisory relationship. Once we've proven the fit, expanding the scope is a natural conversation.
Start a conversation
No pitch decks required. No minimum commitment to have a first call. Just tell me what's going on.