Built from two decades inside high-growth companies.
The Engine Room was created for CEOs, founders, and leadership teams who need experienced commercial judgment without a fixed consulting playbook.
I have spent my career building and leading revenue organizations through moments when growth was exciting, complex, and imperfect — the stages where the product is working, the opportunity is real, and the operating model needs to evolve.
That is where I do my best work: helping companies see what is slowing growth, create the GTM structure the next stage requires, and build operating rhythms the team can actually run.
I am an operator first.
I have built and led sales and revenue teams across B2B SaaS companies at multiple stages — from early commercial traction to global scale, acquisition, IPO, and private equity ownership.
My experience spans SMB, mid-market, and enterprise motions, including direct sales, channel development, customer success, renewals, expansion, partnerships, and executive-level GTM strategy.
Across companies including OpenTable, Booker, ShopKeep, NuORDER, Octoly, VTS, Narvar, and ForwardLane, I have learned that commercial growth is rarely solved by one move. It usually requires better clarity, better team design, better process, better operating cadence, and a more honest view of where the friction really is.
That is the work I bring to The Engine Room.
OpenTable · Booker · NuORDER · VTS · Narvar · ForwardLane
Companies do not always need a full-time executive or a large consulting project. Sometimes they need the right senior operator at the right moment.
Many founders and CEOs reach a stage where the business has outgrown its current GTM motion, but the next move is not obvious.
Hiring a full-time CRO may be too early. Asking the existing team to solve it alone may be unrealistic. The Engine Room is designed for that gap.
It gives companies access to senior revenue leadership, practical GTM advisory, and AI workflow support in a structure that can flex with the business.
Not sure what kind of support you need yet?
That is usually the right place to start. A focused conversation can help clarify whether the need is fractional leadership, a specific GTM advisory project, or an AI assessment.
Let's talkGood advisory work should create clarity, not dependency.
Start with the real operating picture.
Every company has a version of the story it tells externally and a version the team lives every day. The useful work starts with understanding the real one: where deals get stuck, where handoffs break down, where the forecast is unclear, and where the current motion no longer fits the stage.
Adapt the playbook to the business.
Experience matters, but only if it is applied with judgment. I do not believe in dropping a fixed playbook into every company. The right answer depends on stage, market, buyer, team, product maturity, funding environment, and constraints. The work has to fit the company that will run it.
Build structure the team can adopt.
A strategy is only valuable if the team can use it. Whether the work is sales process, segmentation, forecast cadence, AI workflow adoption, or team design, the standard is the same: clear enough to understand, practical enough to use, and durable enough to keep running.
Move quickly, without creating unnecessary disruption.
Growth-stage companies do not have time for transformation projects that create noise before they create results. The work should create momentum, not noise. I aim to bring structure, focus, and decision quality while respecting the team, the operating calendar, and the realities of the business.
Building in the AI era of GTM.
The tools are changing quickly. The fundamentals still matter.
I am currently serving as Interim CRO at ForwardLane, an AI-native enterprise platform serving institutional asset management.
That work keeps my perspective current on how GTM is changing: how buyers evaluate AI, how sales and marketing workflows are evolving, where teams are gaining leverage, and where practical adoption matters more than enthusiasm for new tools.
AI is changing how teams work. It is not changing what good GTM actually requires: clear market focus, genuine buyer understanding, and the operating discipline to execute consistently.
"AI is changing how teams work. It is not changing what good GTM actually requires."
Two practices, one operating lens.
B2B SaaS Fractional & GTM Advisory
For founders, CEOs, and investors who need senior revenue leadership or project-based GTM support as the company moves into its next stage of growth.
Explore Fractional & Advisory →AI Assessment & Enablement
For leadership teams that want a clearer view of where AI is being used today, which workflows offer the highest-value opportunity, and how to move from experimentation to practical adoption.
Explore AI Assessment →A focused conversation about where the business needs more clarity, cadence, or leverage.
Tell me what is getting harder as the company grows. We'll make sense of where to start.
Let's talk