I diagnose and re-architect commercial engines at scale — and build them from zero.
Commercial performance breaks down into a handful of jobs — building a category, making partner economics work, leading the sales engine, and building the whole thing from zero. Most people who work on commercial strategy have owned one of them. I've owned all four — across global technology, industrials, and consumer — and in a healthcare company I built from nothing.
Across three decades that has meant growing a category to market leadership, rebuilding the commercial model of a $500M enterprise without dropping revenue or losing the team, and re-architecting go-to-market across 50 markets.
I've also done it from the other end — building a bootstrapped company with my own money, and being wrong about these same problems before getting them right.
The problem
Across very different businesses, the same problem keeps turning up. Revenue slips, wins get harder, margins thin — and the business responds by spending more, discounting, and pushing the team. But the problem isn't there. It's underneath: the commercial model no longer fits the market. How the company sells, prices, and keeps its customers has stopped matching how the market buys. I find that structural mismatch and rebuild the model around it.
What I've done
The work has taken different forms. At Hewlett Packard, in enterprise technology, I grew a category from the start to market leadership, and held margin through a price war. I re-architected the commercial model of a $500M business and built a recurring-revenue line. I redesigned go-to-market across 50 markets, moving about $900M from direct sales to partners.
Earlier, at Larsen & Toubro, in industrial, I built a market from nothing with a new financing and partnership model. At Asian Paints, in consumer, I turned around a region by transforming its distribution and delivery.
I also built a company from zero — a healthcare software company from a university research tool, with no funding and no name, to its first institutional customers, then handed to a CEO who ran it without me, with no customers lost.
And I advise founders and small businesses across a wider range than any one operating role covers — healthcare, franchising, hospitality, consumer products, professional services, and public-sector-adjacent businesses, from companies that are still an idea to ones decades into operating.
Why the judgment holds
Most people who work on commercial strategy have only seen it from the outside. I have been responsible for the number at two very different scales — in a large enterprise, and founding a bootstrapped company. I have also been wrong about these problems in my own business, with my own money. That is a different kind of knowing.
How I work
I take on commercial leadership directly, as a CRO, CCO, or GM, full-time or fractional. I also advise. I find the real constraint, not the obvious symptom. I fix the structure before touching how the business runs day to day. And I build the fix to last. The situations change — scale, stage, industry, whether I run the business or advise the person who does. The method does not change.
Who I work with
I work with mid-market and portfolio companies, where the commercial model has outgrown its design and needs rebuilding without stopping the business — and with founders and smaller companies, where the model isn't working yet, or has stopped.
Outside the work
I'm based in Silicon Valley. Alongside the operating work, I mentor founders as a volunteer with SCORE Silicon Valley.