What I changed, not just where I worked.

Challenge

I took on COO and CIO responsibility for a multi-location technology services business that needed a more scalable operating model, stronger financial discipline and new sources of growth.

Decision

I focused on transforming the business rather than simply increasing sales activity. That meant pricing discipline, new services, operational KPIs, better cross-functional execution and stronger management accountability.

Outcome

Revenue grew from approximately $12M to $20M over five years, with reported annual EBITDA growth of 15%. The work helped position the business for a successful sale and ownership transition.

Challenge

I inherited a technology sales region ranked last out of ten nationally. Sales and engineering teams needed more consistent qualification, better customer engagement and a repeatable way to turn technical expertise into revenue.

Decision

I rebuilt the engagement model around consultative selling, structured technical discovery, coaching and accountability, rather than simply demanding more activity.

Outcome

The region moved from tenth to first nationally within one year, generating approximately $25K in new monthly recurring revenue on average. The experience shaped the leadership and operating practices I later used at national scale.

Challenge

A large technology organization needed to evolve from product-oriented selling into strategic technology consulting. Existing teams lacked consistent roles, methodologies and business-outcome-driven engagement practices.

Decision

I built consulting capabilities around repeatable engagement frameworks, role definition, technical coaching, agile methodologies and business storytelling. The focus was helping technical professionals connect technology decisions to executive priorities.

Outcome

Consulting capabilities were established and scaled across multiple markets. Reported results included a 60% productivity improvement and 40% shorter delivery timelines. I progressed from regional leadership to national responsibility for large technical design organizations.

Challenge

Sales engineering was operating inconsistently across a national organization. Technical resources were pulled into opportunities without structured qualification, clear ownership or consistent scoping. The result was wasted engineering capacity, longer sales cycles, inconsistent proposals and difficulty scaling technical support across a large sales organization.

Decision

Sales engineers should not simply answer technical questions or create quotes. They should function as strategic resources that improve deal qualification, accelerate opportunities, increase win rates and protect delivery margins.

What I did

• Built a national sales engineering operating model supporting 198 account executives with 23 sales engineers.
• Established structured discovery, qualification, intake, engagement rules and prioritization.
• Introduced technical scorecards, capability mapping, performance visibility and utilization management.
• Reinforced consultative selling focused on customer business problems rather than product features.
• Aligned presales discovery and scoping with downstream implementation requirements.

Outcome

Sales engineering was repositioned from a reactive support function into a structured commercial capability supporting higher conversion, faster sales execution and more scalable revenue generation.