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 five things. Sometimes several at once. (It's almost always several at once.)
Your engineering team is busy but revenue isn’t moving.
Features are shipping. Velocity looks fine. But the CEO can’t connect engineering output to pipeline, activation, or retention. The CRM and the codebase exist in parallel universes. Sales is selling one thing, engineering is building another, and the only person who notices is the CFO wondering why headcount is up and ARR isn’t.
This is a GTM engineering problem. I build the instrumentation, capacity allocation, and planning systems that wire engineering work to revenue outcomes. It’s not about making engineers “think more like salespeople.” It’s about connecting the systems so everyone is working from the same map.
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.
Your platform won’t survive the next stage of growth.
The architecture was fine when you had 50 customers. Now you have 500 and things are creaking. The monolith is getting scary. Integrations are held together with duct tape and prayers. Your on-call rotation is starting to look like a support group. And someone just asked about SOC 2 compliance and the room went very quiet.
This is a platform modernization problem. Cloud-native architecture, event-driven systems, API strategy, enterprise integrations (SSO, rostering, SIS, whatever your market needs). I’ve migrated monoliths to microservices, stood up API gateway infrastructure, and built integration layers 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 a deal.
You want AI in your product but aren’t sure what’s real.
Your board keeps asking about your “AI strategy.” Your competitors all have “AI-powered” something on their homepage. Your team has prototyped three different chatbot integrations and none of them are good enough to ship. Meanwhile, the actual AI opportunity (the one that would transform your operating model, not just your marketing page) is sitting right there and nobody’s looking at it.
This is an AI operationalization problem. I help companies figure out where AI creates genuine leverage versus where it creates expensive demos. The answer is almost never “add a chatbot.” It’s usually “use AI to compress the operational bottleneck that’s preventing your team from scaling.” Customer success, content operations, development velocity, data pipelines. The boring stuff. The stuff that compounds.
You’re growing but the financial controls aren’t keeping up.
Revenue is climbing but you’re not sure about the cash picture. Nobody has claimed the R&D tax credits you’re sitting on. The quarterly forecast and the weekly reality don’t match. You discovered last week that the financial model your board has been reviewing uses assumptions from two quarters ago. (Don’t worry. This is more common than anyone admits.)
This is a financial discipline problem. I’m not a CFO and I don’t pretend to be one. But I’ve identified cash flow crises that existing forecasts missed by five months, captured ~$600K/year in R&D tax credits that weren’t being claimed, and built reporting systems that give founders and boards a picture they can actually trust. The bar here isn’t perfection. The bar is knowing your own numbers.
Who this is for
I work with funded SaaS companies, typically Series A through C. PE-backed companies installing operational rigor after investment. Founder-led businesses entering enterprise complexity for the first time. Companies where the traction is real, the team is good, and the systems underneath are starting to crack.
If you're pre-product-market-fit and need someone to help you figure out what to build, I'm probably not the right person. If you've figured out what to build and now the challenge is scaling without everything breaking, that's the conversation I enjoy having.
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:
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.
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.
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.
Start a conversation
No pitch decks required. No minimum commitment to have a first call. Just tell me what's going on.
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