You came to read about me.
Read it as a way to decide about you.
Every line on this page is here for one reason: to help you decide whether the person you'd hand your revenue engine to is the right one. That's the only thing a page like this should do for you.
So here's the story, told the way it matters to you — what I've done, and what each part of it lets me do for your company.
You're the hero of this. I'm the guide. Everything below is just my credentials for the job.
I started as a generalist without gaps — which is the whole reason I can find yours.
Early in my career I sold total-loss valuations to the auto-insurance industry. The client never bought software or a license — they bought the valuation itself, the outcome. It was an early version of what the industry now calls Outcomes-as-a-Service, though none of us called it that yet.
What I was really learning was the whole engine at once. I generated my own leads, converted them, and managed the accounts. I delivered the training when there wasn't any and took the support escalations. I worked with Product on what the market was telling us and with Finance to structure the multi-year deals. And I lived in my clients' offices roughly ten months a year.
I was a generalist without gaps — not because I was unusually gifted, but because the industry hadn't found a better way to sell yet. Here's why that matters to you: the seams that break a modern revenue operation didn't exist for me, because there were no handoffs. The whole arc from first contact to renewal lived in one head. That job shouldn't come back. But it's the reason I can walk into your engine today and see exactly where the seams have opened — where marketing's context never reaches sales, where sales's promises never reach client success, where the debt quietly collects until the day you need a picture you can no longer assemble.
I've lived on both sides of that divide. That's why I can find the one in yours.
Everything since has pointed at one question: what makes a revenue engine last.
Across more than three decades of operating — twenty-five years of it in B2B sales leadership, culminating as Chief Sales Officer and Chief Revenue Officer — I've built and rebuilt revenue engines in fintech, regtech, and compliance, from zero-to-revenue through scaling. I sold data and technology into the most demanding buying environments there are: global banks, hedge funds, investment managers, and some of the largest exchanges in the world, where the standard for turning data into a decision is unforgiving. What that gives you is a guide who has already seen what an engine that compounds looks like — and what a broken one looks like the year before it admits it.
Before all of it I served in the United States Air Force, and later led as a nonprofit Chief Operating Officer and Chief Programs Officer — because building things that outlast the person who built them was never only a revenue idea. I hold an MBA and the PMP, and I've turned what I learned into the frameworks this practice runs on: the Scale Sequence, the RSAF compensation model, and the architecture I'm writing down in full in Truly Built to Win and Last. None of that is here to impress you. It's here so you know the standard the work is held to was earned, not assembled.
The word I use for you is “client,” and it isn't an accident.
Open the site of any B2B SaaS company you respect and count how many times the word customer appears. Then ask whether the relationship it describes — deep integration, a multi-year partnership, a roadmap the two of you build together — is what “customer” actually signals. It isn't. “Customer” signals a transaction that ends at the sale. “Client” signals a partnership that compounds across renewals. I use “client” on every page, because it's the smallest possible demonstration of how I intend to treat yours.
The rest follows from that. I'm your guide, not your authority — the answers are about your company, and nobody outside it can supply them honestly. I build the engine, install the operators who'll run it, and leave before you come to depend on me. And I'll tell you plainly: I run this practice, so I have an interest in you taking the Revenue Architect role seriously. Weigh that. I'd rather name it than perform a neutrality I don't have.
Know your operation better than you'd expect an outsider to.
Sell you the outcome you came to buy — never the feature I happen to have.
Build systems that keep running after I'm gone.
Put operators in your seats who want to win and won't tolerate compromise.
Leave when the work is done. Never stay for the fees.
I hold myself to two or three clients at a time, because that kind of presence can't be faked at scale. I'm only victorious when you are.
If that's the kind of partner you want in the seat,
I'd want to hear about your situation.