I work with founders and leadership teams when growth stops feeling straightforward—and decisions start carrying real weight.

I’ve spent my career inside companies at inflection points: early traction, rapid scale, stalled momentum, and capital events. What I’ve learned is simple—growth doesn’t break because of effort. It breaks because systems and decisions don’t evolve fast enough.

That’s the work I do now.

Experience That Shapes the Work

Early in my career, I joined Spear Education as the third employee. What followed was more than a decade of building inside a high-growth, instructor-led education business.

I helped:

• Launch and scale a large membership model

• Maintain retention rates consistently above 90%

• Build deep industry relationships and global partnerships

Those systems—and the discipline behind them—were core to Spear’s long-term growth and successful acquisition.

Later, as Head of Sales at Pragmatic Institute, I led the revenue organization through a major transformation.

That included:

• Closing multi-year, seven-figure enterprise agreements

• Aligning sales and offerings to a changing market

• Preparing the business for a second private equity transaction

The process generated 28 offers and delivered strong outcomes for investors—but more importantly, it reinforced how clarity and readiness create leverage long before a deal is in motion.

How That Shows Up Today

I don’t advise from theory or templates.

I help leaders:

• See what’s actually limiting growth

• Make decisions that have been delayed too long

• Build operating rhythms that hold up under pressure

My work spans healthcare and dental, professional and instructor-led education, enterprise services, and founder-led growth environments.

I’m direct. I’m hands-on. And I stay focused on outcomes—not activity.

How I Work

I don’t aim to be the loudest voice in the room.

I aim to be the one that brings clarity when it matters.

Founders work with me when:

• Growth feels heavier than it should

• GTM decisions keep looping

• The cost of indecision is rising

If that sounds familiar, it’s usually time to simplify.