Most advisory relationships start with a deck, a framework, and a 90-day plan.
Mine starts with a conversation. A direct look at what's real inside your revenue engine — and what isn't.
If something's there, we'll find it fast. If it isn't, I'll tell you that too.
"I'm not smarter than you. I've just been through more situations that cost something — and learned which mistakes matter."
I spent decades selling into and building inside B2B markets where bad decisions showed up in the numbers fast. Not consulting. Not advising from the outside. Carrying real risk — payroll, client relationships, personal capital — through every stage of growth.
That included co-founding, scaling, and exiting a national healthcare revenue cycle management services company. For over a decade I operated inside the exact market your buyers live in. I know where deals go to die in healthcare procurement because I've lost them there.
Before that I sold vertical staffing software when the category didn't have a name yet. Then enterprise IT infrastructure through the early internet disruption. Three full technology transition cycles. Each one looked chaotic from inside it.
I'm not going to tell you I have all the answers. I'm going to tell you what I see — and what it's cost founders when they didn't act on it sooner.
I've lived and scaled through the valley of death — $1M to $5M — to an exit.
I work with a small number of founders at a time. Privately. Most engagements begin with a Mercury Test Audit — a focused working session designed to identify what's actually driving results before anyone decides what to change.
From there, engagement is structured around the decisions in front of you. Not a predetermined scope. Not a monthly retainer that outlives its usefulness.
If there's value in the first session, you'll know it. If there isn't, you'll know that too.
Selling workflow displacement before the category had a name. I learned early what it costs to be wrong about a deal you thought was close.
Complex enterprise sales as the internet redefined every assumption. Long cycles. Committee decisions. Internal politics that killed deals that should have closed.
I didn't advise a healthcare company. I built one.
Co-founded, scaled, and exited a national healthcare revenue cycle management services company. Payroll on the line. Client relationships on the line. Personal capital on the line. Every quarter.
That's not something you learn from the outside. That's something that costs you.
Each of those cycles produced a different set of losers. The ones who made it through made better decisions faster — usually with someone who had already been through it before.
Most B2B sales problems aren't execution problems. They're judgment problems. This is what decades of field experience — the kind that cost something — actually produces. Not a playbook. Not a framework. Field notes from someone who has been in the room when it mattered.
Get It on Amazon →Most work begins through private introductions. Some founders reach out directly.
Either way — one conversation. No pitch. No qualification theater. Just a direct look at what's actually happening in your business. If there's something real there, we'll find it fast. If there isn't, we'll both know that too.
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