I build new things — functions, motions, business units — that take hold inside established companies.
What I believe
Nothing new gets adopted if there aren’t people to adopt it.
Most growth initiatives don’t die in the market. They die inside the company that launched them.
Strategy gets the airtime. The launch plan gets the polish. The product ships. Then it stalls — because nothing about how the company actually runs has changed.
Where attention goes
- The strategy
- The launch plan
- The executive memos
- The pricing model
- The projections
Where it actually breaks
- Whether the comp plan rewards the work
- Whether the role is net-new — or piled onto a day job
- Whether the manager has any incentive to give them up
- Whether the company is investing — or just expecting growth
- Whether the org can sell, price, and support it
- Whether the scope, role, and comp conversations ever happen
Strategy is what most people agonize over.
But absorption is what actually determines if something lives or dies.
I work at the intersection of both.
Chapters
Things I’ve built.
- 01Rev
A new business unit
Built the legal business from scratch — strategy, structure, staffing, motion. $0 → $9M ARR in 18 months. 80% of the work was internal: role design, cross-functional tensions, the conversations no one wanted to have.
- 02Mavin
A new intent data signal
Founded Mavin. A new intent data signal sourced from LinkedIn activity — pipeline visibility most B2B teams have never had.
- 03Dropoff
A new GTM motion
Embedded as GTM strategist. Designing and standing up a new motion alongside the CEO and leadership team.
- 04Flow Partners
New AI capabilities
Founded Flow Partners — an AI implementation service. Helping companies absorb new capabilities and wire them into their existing operations.
- 05Phoenix Tailings
A new people function
VP of People. Building the function that lets Phoenix execute on an incredible vision and a strong market position.
About
I run toward the work everyone else avoids.
In my mid-twenties I was let go as CEO of my first company. Probably for a lot of reasons. Chief among them: we couldn’t figure out how to get customers predictably.
A few years later I started another business and eventually got acquired. That outcome was mostly about timing and market — we’d landed in the right place at the right moment — not because we’d cracked anything repeatable about how to grow.
In 2022 I joined Rev to run product marketing. I ended up spending the next eighteen months rebuilding the company that was supposed to sell the product I’d been hired to market. Customers wanted a product the catalog didn’t list and the paper couldn’t cover. Real demand, wrong-shaped company. The work that moved the number wasn’t a launch plan or a positioning deck — it was a series of internal memos, comp redesigns, role inventions, and uncomfortable conversations no one was paid to have. $0 to $9M ARR in 18 months. About 80% of the work was internal.
I felt at home working at Rev, which as an entrepreneur was strange. I’d thought I only liked working for myself. It turns out I like work that aligns with my beliefs and capabilities.
That’s when I came to realize the pattern I’d been seeing all along. Most things don’t die out in the market — they die before they get there, because the org that wants to create or launch them isn’t set up to do so, and it doesn’t quite know that until it’s too late.
Alongside my work, I advise companies and continue building new things. I’ve invested in over 35 pre-seed and seed-stage companies and continue to mentor at Techstars and a handful of New England universities.
Most of what I read is about behavioral economics, decision psychology and evolution. When I’m not working — I’m either with my kids, striper fishing, or wishing I was fishing.