What I've learned scaling four companies across six growth stages.
Every company I've worked with faced a version of the same challenge: the operating model that got them to the current stage wasn't going to get them to the next one. The symptoms look different — stalled revenue, organizational chaos, board friction, missed forecasts — but the root cause is almost always the same.
Growth is not a strategy problem. It's an execution system problem.
I've built revenue engines from first customer to $100M in enterprise software. I've scaled teams from 5 to 100 people. I've managed boards through difficult quarters and then through breakout growth. I've navigated the particular complexity of selling technology into one of the most risk-averse buyer audiences in existence: community banks.
What makes the background unusual is the breadth. Most executives have one domain — sales, or product, or operations. I've had operating accountability across all of them: running engineering and software development, owning product management and roadmap, leading revenue organizations, and holding full CEO accountability for P&L, board, and company direction. That cross-functional depth is what lets me diagnose problems at the system level rather than treating symptoms in one function at a time.
What I've found is that the best companies at every stage have the same thing: a small number of people who are relentlessly focused on making the operating system work. I want to be that person for a small number of companies.
