Revenue support when too much still runs through the founder.
I’m a revenue operator for founder-led companies where revenue is already working, but too much of the commercial motion still depends on the founder.
I help drive near-term revenue execution while building the systems, assets, operating rhythm, and accountability that reduce founder dependency over time.
I work with founder-led companies doing roughly $3M–$15M+ in revenue where there is already real traction, but the revenue function is still underbuilt.
The founder may still hold the key relationships, understand the buyer best, know the follow-up context, and get pulled into the deals that need judgment.
That involvement is often part of why the company got traction. The problem is when too much of the commercial motion cannot move without it.
My work is to help carry the motion while turning what already works into clearer process and assets the team can actually use.
The goal is not to make the company less founder-led. The goal is to make revenue less founder-dependent.
Commercial experience across founder-led revenue environments.
- 10+ years across business development, partnerships, sales execution, GTM strategy, and commercial operations
- Experience in founder-led B2B services and SaaS companies, wellness, regulated financial services, and AI-supported revenue systems
- Strongest in companies with traction where the founder is still close to revenue
I do not sit outside the motion. I help carry it.
Operator, not observer
I work close to pipeline, follow-up, messaging, partnerships, and deal rhythm, not just outside the business commenting on them.
Founder context, translated
The founder’s judgment becomes usable standards for qualification, follow-up, buyer messaging, escalation, and commercial priorities.
Revenue moving while structure gets built
Near-term execution keeps moving while the operating layer becomes clearer, lighter, and easier for the team to run.
Built for the middle stage
This fits companies with real traction where the motion works, but the operating layer has not caught up to the revenue motion yet.
A revenue operator shaped by founder-led environments.
I’ve spent 10+ years working in and around founder-led businesses across business development, partnerships, sales execution, GTM strategy, and commercial operations.
The throughline has been practical commercial work: opening doors, developing relationships, moving conversations forward, supporting founders, and translating messy revenue activity into clearer operating rhythm.
That work has ranged from a regulated healthcare enterprise to founder-led B2B companies to an SEC-registered investment platform where the commercial motion had to become more repeatable.
I am strongest where there is real momentum, the founder is still close to revenue, and the business needs someone who can operate inside the motion while making it more company-owned.
When there is traction, but not enough revenue ownership.
Revenue is happening. The company may have salespeople, referrals, partners, inbound interest, or a founder-led pipeline.
But the founder is still the real commercial center.
- The team needs founder context to move deals
- Follow-up is inconsistent
- Messaging changes from person to person
- Partnerships are not fully developed
- Pipeline meetings expose the same gaps
- The company needs stronger ownership, but not necessarily a classic CRO
Close to the founder. Close to the revenue.
Work inside the motion
Support live revenue activity across pipeline, follow-up, messaging, partnerships, deal rhythm, and commercial execution.
Reduce founder dependency
Identify where deals, decisions, and follow-up still depend too heavily on founder judgment, relationships, or availability.
Build the operating layer
Turn what works into CRM discipline, meeting rhythm, sales assets, role clarity, and practical accountability.
Support delegation
Make the motion easier for the team, future hires, and partners to support without losing founder-led judgment.
Need stronger ownership around revenue?
If revenue is working but the founder is still carrying too much of the context, follow-up, judgment, and deal involvement, let’s talk about where support would create the most leverage.