-> Building a new Product Business for Accrete, including product market fit testing and signing the first new lighthouse customers. -> Accrete is a strategy, process, and technology consulting firm that also delivers packaged software solutions, best known for its PoolSmart Suite for pool and spa companies, which includes tools for field service management, customer communications, service contract renewals, route planning, and pool construction operations. Accrete also positions itself as a NetSuite partner with industry implementations and offers analytics and AI services to improve operational visibility and performance for service businesses.

-> Built the revenue operating system that turned founder-led selling into predictable execution: pipeline discipline, forecasting cadence, stage definitions, deal governance, and GTM handoffs. -> Delivered revenue durability across the enterprise cohort on annual renewal contracts, preserving ARR and reducing replacement and CAC drag. -> Closed and managed enterprise accounts across North America, Europe, and Australia, navigating complex stakeholder environments and multi-region delivery realities. -> Built and scaled a Global Implementation Partner channel post COVID: Improved speed to value by expanding implementation capacity through partners and process redesign, reducing constraints on onboarding and time to revenue. -> Mentored leaders and teams through scale and change i.e. building confidence, decision discipline, and execution rhythm, so the organization could grow without heroics.

-> Revenue and Team Growth Strategist and Advisor

-> Rescue CEO / turnaround leader for a distressed rewards/technology business with seven-figure monthly losses (local currency) and an eight-figure cash deficit, restoring profitability within 12 months and positioning the business for sale as a going concern. -> Stabilized liquidity by restructuring working capital: managed an eight-figure debtor book and drove collections, triaging recoverability (with ~20% deemed uncollectable) to stop cash bleed and restore control. -> Delivered a structural cost reset by redesigning operations for autonomy i.e. automating human-dependent workflows and reducing operating drag across core technical and business processes. -> Installed process automation, improving operating leverage while maintaining service continuity and protecting customer commitments. -> Reversed a severe retention crisis by reducing churn from ~30%+ to near zero, preserving recurring revenue and rebuilding customer confidence. -> Implemented disciplined governance and execution rhythm (cash oversight, collections cadence, operational KPIs), moving the business from reactive firefighting to controlled execution. -> Restarted growth by rebuilding the acquisition motion alongside retention recovery—transitioning the business from survival mode to sustainable performance improvement. -> Transformed an insolvency-risk scenario into a saleable asset by improving revenue durability, operational reliability, and profitability, in so doing, enabling an exit as a going concern.

-> Led the Financial Services Technology Division across 30+ customer accounts, managing 5 Directors and their teams, with responsibility for account growth, delivery performance, and executive stakeholder management. -> Grew the division revenue base by double digits year over year by securing long-term contracts and expanding project scope within existing enterprise accounts. -> Directed regional strategy to expand existing accounts and acquire new enterprise clients across Africa, increasing market share through disciplined account planning and execution. -> Built a repeatable quarterly governance cadence (account reviews, delivery health, roadmap/value realization), improving retention and creating a more predictable pipeline of expansions. -> Strengthened commercial outcomes by improving deal quality, renewal posture, and stakeholder alignment—reducing “one-off” delivery risk and increasing multi-period revenue durability. -> Improved execution consistency across a broad portfolio by tightening operating rhythm between account leadership, delivery teams, and client stakeholders, resulting in steadier performance without proportional leadership-layer expansion. -> Developed and coached senior leaders (Directors and managers), raising capability in planning, negotiation, and delivery governance, thus building a stronger leadership bench and a healthier operating culture.

Africa, Enterprise Technology Sales and Key Account Management