I've spent 22 years working across the customer lifecycle, from go-to-market strategy and product marketing to running post-sale organizations at scale. Not advising on them. Running them.

That means owning retention, headcount, cost structure, forecasting, customer health, and the day-to-day work of keeping large teams aligned and moving. In one company, I led a 350-person global organization through a period of rapid growth and significant operational change. In another company, I walked in as SVP and had a new segmentation model, forecasting discipline, and value realization program running within six months.

Most post-sale leaders inherit the customer at deal close. I've worked every stage before that, too. Go-to-market strategy, product marketing, and customer marketing are all in my toolbox, which means I understand how customers are acquired, what they're promised, how to keep them engaged, and what it takes to actually deliver. When I build a value realization program, I'm not reverse-engineering the sales motion. I already know it.

That end-to-end perspective is hard to find in a post-sale leader, and it shapes how I operate. I build CS organizations that connect directly to revenue, not just retention. If the organization is growing fast, going through structural change, or trying to get more out of an existing post-sale investment, that's where I do my best work.

While my preference is a C-Suite or SVP role, I also take on a small number of consulting engagements. If you need someone who can get into the work alongside your team, take a look at what I offer.