I build presales organizations that scale, and the operating models that make it repeatable and measurable.
Technology is swappable. The person who makes it work for a customer isn't.
Scaled the company from 10 to nearly 400 people and a $1B+ valuation, building a globally distributed SE team from the ground up.
Delivered $70M+ in team revenue at an 80% POV win rate and grew SE 6→25 in 11 months. Closed Barclays, SAP, and Goldman Sachs, and built the SE operating model from scratch.
Grew SE 13→50, drove ARR +50%, took POV wins 40→85%, and built a Value Consulting practice from scratch.
One engine for seller readiness, presales execution, and value delivery, consolidated under a single operating model.
How I lead
Two things that are harder to do together than most leaders admit: build systems rigorous enough to scale, and stay close enough to people that the systems don't do the job your presence should.
The systems half is deliberate. POV playbooks, operating cadences, career frameworks. I build these because inconsistency is a culture problem before it's a performance problem. At Pendo, win rates went from 40% to 85% in four quarters. That doesn't happen through motivation; it happens through structure people can actually repeat.
The development half is where I put most of my energy. My philosophy is that ICs own 70% of their own growth. I coach it, they carry it. That filter selects for ambition and self-direction, which are the only traits that really compound in presales careers. 35+ people promoted across IC, Manager, and Director tracks. That's not the number I managed to, but it's the one that matters most to me.
One thing I've never compromised: technical credibility is the floor, not the difference. I spent ten years as a developer before getting into presales. SEs who are genuinely technical earn trust fast, with buyers and with engineering. That credibility isn't something you can process your way into.