"The future belongs to the integrators."-Ernest Boyer
Exploring new countries (60 to date); using photography to make familiar things look different.
My key areas of expertise
Some of my clients
My experience prior to WbD
My key points of advice to Revenue leaders
- Revenue teams and finance teams speak different native languages. Their common language is grounded in accurate and complete data that is translated into insights everyone can understand. Building a granular, agile, and centralized data infrastructure enables revenue and finance teams to (i) develop a shared language, (ii) establish tight feedback loops, and (iii) partner effectively in engineering growth.
- A strong revenue team functions a lot like a strong product team: both are (i) deeply knowledgeable about the market, product, and competition, (ii) laser-focused on crisply defined objectives, and (iii) always know when the trains are running early or late. Look for opportunities to model revenue teams after product teams.
- Revenue compensation is complex by nature. But for compensation plans to work, they need to be (i) kept as simple as possible and (ii) directly connected to the company’s growth strategy.
My example Deliverables
GTMD & Growth Model
Created for a business services unicorn. Quantified $80M in potential revenue impact from optimizing the company's inbound engine, streamlining SDR capacity, and improving overall GTM effectiveness.
Outbound Sales Capacity Model & Compensation Design
Created for a fast-growing European fintech leader. Built a bottoms-up revenue and outbound sales capacity and unit economics model; designed incentive compensation plans for sales and account management teams.
CS Capacity Model & Compensation Design
Created for a documentation management software company. Optimized the deployment of CSM resources and redesigned CSM compensation plans to drive higher logo and gross/net revenue retention.