Selected writing on go-to-market execution, commercial strategy, and the realities of scaling revenue organizations.
Published on LinkedIn. These pieces reflect the same analytical lens I bring to diligence and board work — direct, grounded in operator experience, and focused on what actually determines commercial outcomes.
What private equity expects from a portfolio company's commercial engine is different from what most revenue leaders are built for. This piece covers how to structure a GTM function for the forecasting discipline, execution predictability, and ARR growth that PE timelines require — and where most companies fall short before they even start.
Read on LinkedIn →Most GTM organizations grow by addition — more people, more tools, more meetings. But addition without structure produces noise, not scale. This piece examines how to build the systems, cadences, and data discipline that turn a revenue team into a predictable machine.
Read on LinkedIn →GenAI is reshaping GTM execution faster than most revenue leaders are prepared for. This piece maps the specific places where AI tools are already changing how pipeline is generated, forecasts are managed, and sales teams are coached — and separates the genuine productivity gains from the hype.
Read on LinkedIn →The question is not whether AI will change sales. It already has. The question is what separates the salespeople who use it to perform better from those who use it as a shortcut around the work that actually closes deals. On what AI reveals about the fundamentals of commercial excellence.
Read on LinkedIn →In constrained environments — budget cuts, legal pressure, post-acquisition uncertainty — growth is not something that waits for better conditions. This piece draws on the experience of scaling a cybersecurity company's ARR by 10x while simultaneously cutting costs, and what that forces you to understand about which GTM investments actually drive revenue.
Read on LinkedIn →The difference between a sales team that generates pipeline and one that waits for it to arrive is almost always a hiring decision made years earlier. On the profile of the salespeople who create their own momentum — and how to identify them before they prove it for someone else.
Read on LinkedIn →Hiring a Chief Revenue Officer is one of the highest-leverage decisions a PE-backed company can make — and one of the most frequently mishandled. This piece covers what to look for, what the interview process fails to surface, and how to distinguish a CRO who will build a system from one who will manage the existing one.
Read on LinkedIn →The fundamentals of enterprise sales have not changed: understand the customer's problem, qualify rigorously, advance the deal with discipline. What has changed is how fast a skilled salesperson can do all of that — and how much more visible underperformance becomes when the tools are available and not used.
Read on LinkedIn →Buyers are more informed, more sceptical, and more pressed for time than they were five years ago. The communication approaches that worked then are producing diminishing returns now. On what effective prospect communication looks like in the current environment — and the specific habits that separate reps who get meetings from those who don't.
Read on LinkedIn →