What I Actually Do
Six domains. If your problem lives in one of them, we should talk.
Sales Engineering and Technical Revenue
I design sales engineering organizations from the ground up, starting with staffing models, coverage ratios, and the SE-to-Sales pairing that determines whether your technical team is a multiplier or a bottleneck. That means installing discovery methodology and technical qualification frameworks every seller runs the same way, intake SLAs and deal desk processes that keep work moving instead of queuing, and solution architecture standards backed by reusable scoping libraries so nobody rebuilds the same design twice. On the output side, I build the technical proposal, statement of work, and RFP response systems, then hold the line with win/loss analysis and pipeline hygiene enforcement. The team gets better through presales enablement, certification paths, and ride-along coaching, because a playbook nobody reps is just a document.
Managed Services Growth and Recurring Revenue
The highest-leverage move available to most technology resellers is converting transactional customers into recurring revenue, and most of them have no repeatable process for it. I build that process: managed IT service catalog and packaging design, seed and land and convert and expand account strategy, and the pricing architecture, rate cards, and margin governance that keep the revenue profitable after it lands. Once a customer is on the book, retention becomes its own system. I design the QBR and client success cadence, the renewal strategy and churn defense, and the vCIO and technology roadmap programs that give a client a reason to keep buying rather than a reason to shop.
Cybersecurity and Compliance Strategy
I build security practices for organizations that need to sell security, not just have it. That covers security service portfolio design for MSP and MSSP delivery, risk assessment methodology, and executive risk reporting a non-technical board can actually act on. For regulated environments I design compliance-aligned programs and construct vCISO service models that scale past a single expert. I also build the human side of the practice through security awareness and human risk programs, along with incident response readiness and tabletop facilitation. The thread running through all of it is board-level and executive security communication, because a risk nobody in the room understands is a risk nobody funds.
AI Adoption and Agentic Workflow Design
Most executives can describe AI. Very few have put it into production inside a real business with real compliance requirements and real people who did not ask for it. I start with AI opportunity assessment and workflow prioritization, then design custom agents built for specific business functions rather than general purpose chat. From there it is agentic workflow architecture and deployment, paired with the AI governance, guardrails, and acceptable use policy that let a regulated organization say yes instead of stalling. The part most programs skip is adoption: change management for non-technical teams, prompt systems and reusable frameworks, and internal tooling people actually open on a Tuesday. All of it sequenced into a roadmap leadership can fund in stages.
M&A Integration and Operating Model Design
Acquisitions rarely fail on the spreadsheet. They fail because four companies are still selling four different ways three years after the close. I run post-acquisition go-to-market integration: multi-entity operating model standardization, process unification across acquired sales and delivery teams, and systems, CRM, and reporting consolidation so leadership finally sees one number instead of four versions of it. The harder half is cultural integration and cadence installation, getting people who ran their own shop to run yours without losing the ones worth keeping. Done right, the payoff is synergy identification and cross-sell motion buildout, which is the reason the deal got underwritten in the first place.
Executive Leadership and Enablement
I have carried P&L and operational leadership at the COO and CIO level, and most of what I was handed was underperforming when I got it. Turnaround leadership for regions and teams is where I do my best work, and the mechanism is always the same: enablement program design, playbook authoring, and certification, backed by performance management systems and coaching frameworks that make the standard visible every week rather than every quarter. Upward, that means executive communication, board reporting, and stakeholder alignment. Outward, it means speaking, workshop facilitation, and instructional design, which is the part fifteen years as a head coach and four years teaching college prepared me for better than any job did.