Growth infrastructure
for operators at
inflection points.
I build the systems that turn founder-led businesses and PE rollups into scalable revenue machines. Message-led targeting. Infrastructure that compresses sales cycles. Execution that removes the founder from the critical path.
I find where growth is stuck. Then I build the system that unsticks it.
I spent a decade at Gartner building and leading high-performance sales teams before going out on my own. What I learned there — how the best companies think about markets, messaging, and sales infrastructure — is the foundation for everything I have built since.
Since then I have turned around a PE-backed national operator, built a category-defining firm in the capital raising space from scratch, and acquired the businesses I believed in most. Most revenue problems are not sales problems. They are strategy, messaging, and infrastructure problems wearing a sales costume.
I work with a small number of operators at a time. Based in Portland, Maine.
Three principles that drive every engagement.
Message before market.
I do not believe in avatars. What qualifies a buyer is not their profile — it is whether they are feeling a specific pain that your specific remedy addresses. Value lives at the intersection of pain and remedy. Get that precise before you scale anything.
Infrastructure over effort.
The businesses that scale fast build systems that do the work the founder was doing manually. A sales process that moves buyers through quickly. A pipeline that does not collapse when the founder steps back. That is where sales cycles compress.
Boring is a feature.
Most of what works is unglamorous: clearer roles, tighter cash, fewer meetings, better comp plans, data-based territory design. I do that work. I take engagements measured in years. The interesting compounding does not show up in quarters.
Value lives at the intersection of pain and remedy. Your job is to articulate that intersection so precisely that the right people recognize themselves in it — and self-select in.
A handful of places I have been useful.
Generalist marketing agency with no repeatable offer and a founder doing everything himself. Identified the niche, packaged the offer, built sales and fulfillment infrastructure end-to-end, and launched the capital raising funnel product.
Then I bought the company.
National equipment sales and rental company. Nine consecutive quarters of declining revenue. No modern sales infrastructure. Built outreach systems, revamped comp and territory design, took direct responsibility for the team through transition.
Free fall stopped. Growth returned before new VP hire.
Built from a gap the GenRevv work made visible. Scale IR was the first professional services firm purpose-built for retail capital raising. Seven figures in year one. Three acquisitions. Now a three-entity holding company.
Identified the gap, built the solution, acquired the assets.
Built the investor trust layer the capital raising world was missing. Verified sponsor reviews and deal transparency for retail investors before they commit capital. The accountability infrastructure that existed in every other asset class but not private placements.
Built because the market needed it.
Small checks. Operator founders. Traditional industries.
I back operators I believe in. The thesis is simple: founder-led and PE-backed businesses in traditional industries where growth infrastructure is the constraint.
I know this problem well because I have solved it. When I write a check, I am not a passive investor — I am a partner who has been in the same room.
Things I have been writing.
All notes →Getting a 360-Degree View Before You Scale
One of the most consistent mistakes I see in early and mid-stage companies is the rush to scale before the foundation is
Mapping Your Customers' Alternatives
Every product strategy starts with a problem. But most founders stop there — they identify the problem, build the solution, and assume the
Why Less Is More: The Case for Niche Focus
Most companies that struggle to grow are not struggling because their product is bad. They are struggling because they are trying to
If we should be talking, the easiest way is email.
I work with a small number of operators at a time. If the timing and the fit are right, I am interested in the conversation.