I help founder-led, Seed through Series B, growth-stage, and scaling organizations improve sales execution, forecasting discipline, pipeline visibility, and leadership accountability. My experience spans technology, telecommunications, financial services, professional services, franchise organizations, energy, and growth-stage businesses. As a Fractional VP of Sales and Fractional CRO, I work directly with founders, CEOs, and leadership teams to build the structure, discipline, and operating cadence required for predictable growth. Most engagements involve founder-led, Seed through Series B, and growth-stage organizations where founder-led sales is no longer scaling, forecasts become unreliable, or growth begins to outpace existing management systems. My focus is helping organizations improve forecast confidence, strengthen sales team accountability, align revenue functions, and create greater visibility into revenue performance. Areas of focus include: • Fractional VP of Sales Leadership Sales leadership, coaching, accountability, pipeline management, forecasting reviews, and execution support for growing teams. • Fractional CRO Leadership Executive revenue leadership focused on forecasting, visibility, cross-functional alignment, accountability, and predictable growth. • Revenue Operations & CRM Alignment Improving CRM adoption, reporting accuracy, KPI visibility, and operational discipline across the revenue organization. • Leadership Operating Rhythm Establishing the cadence, accountability structure, and management processes required for consistent execution. Selected outcomes: • Helped support 594% revenue growth during a major international expansion initiative • Built a repeatable go-to-market model that increased unit sales by 150% • Delivered $1.5M in operational savings through strategic partnership optimization • Implemented CRM and revenue operating systems that improved forecasting discipline, visibility, and leadership decision-making • Supported organizations ranging from founder-led growth companies to multi-location and global operations

Directed sales, operational, and financial performance across a 137-office RE/MAX franchise network serving more than 2,000 real estate agents throughout Southern Ohio, Kentucky, and Tennessee. As Regional Vice President, I was responsible for regional P&L performance, franchise growth, market development, sales leadership, and operational execution across a large multi-location organization. The role required balancing strategic planning with hands-on support for franchise owners, sales teams, and field operations leaders. Key responsibilities included: • Regional sales and business performance leadership • P&L management, budgeting, and financial forecasting • Franchise growth, retention, and market expansion • Leadership and development of sales and field operations teams • Strategic planning and operational execution • Performance visibility, accountability, and business optimization Working across more than 100 independently owned businesses reinforced the importance of leadership accountability, operational consistency, forecasting discipline, and scalable management systems. Many of the challenges mirrored those faced by growth-stage companies today: inconsistent execution, varying management practices, limited visibility into performance, and the need to scale without sacrificing accountability. This experience strengthened my foundation in sales leadership, forecasting, multi-location operations, business performance management, and executive-level decision-making.

Drove business development, account growth, and strategic sales initiatives supporting adoption of an emerging hydrogen fuel cell technology within traditionally established industrial markets. Developed and expanded enterprise customer relationships, driving adoption of emerging technology solutions, and supporting revenue growth across key accounts. The role required consultative selling, long sales cycles, forecasting discipline, and close collaboration across sales, operations, and service teams. Key responsibilities included: • Enterprise account development and relationship management • Sales forecasting and pipeline management • Strategic territory planning and market expansion • Complex solution selling and business case development • Customer retention and long-term account growth • Revenue planning and profitability analysis A significant part of the role involved helping customers evaluate and adopt a relatively new technology platform. Success required educating stakeholders, building business cases, overcoming resistance to change, and demonstrating measurable operational and financial value. Many of these challenges mirror those faced by growth-stage and emerging technology companies seeking broader market adoption today. This experience strengthened my expertise in consultative sales, forecasting, strategic account management, enterprise buying processes, and leading complex B2B sales opportunities from initial engagement through long-term customer expansion.

Directed sales, account management, and market development initiatives for Western Union across major grocery and convenience retail channels. Managed a team of 12 account managers responsible for driving growth, strengthening customer relationships, expanding service adoption, and supporting strategic retail partnerships across multiple divisions and geographic markets. Key responsibilities included: • Sales leadership and team management • Strategic account development • Contract negotiation and partner relationship management • Revenue growth and market expansion • Sales forecasting and performance management • Customer retention and operational support The role required balancing sales execution, forecasting, partner management, and team accountability while supporting large, multi-location retail organizations. Success depended on building strong channel partnerships, expanding market penetration, increasing service adoption, and maintaining alignment across multiple stakeholders and business units. Many of the challenges were similar to those faced by growth-stage organizations today: scaling through partnerships, driving adoption across distributed networks, managing performance through teams, and maintaining visibility into revenue growth across multiple markets. This experience strengthened my expertise in sales leadership, channel strategy, strategic partnerships, forecasting, account management, and driving performance through distributed sales organizations.

Directed strategic account management, forecasting, sales planning, and operational support for Bandag's relationship with UPS, one of the company's largest and most complex enterprise accounts. Oversaw account management activities across 103 franchised dealers and 58 UPS districts throughout North America while leading a team of field and corporate personnel responsible for customer support, operational execution, and account growth. Key responsibilities included: • Enterprise account leadership and strategic planning • Revenue forecasting and sales planning • Channel and franchise network management • Operational performance and customer support • Team leadership, coaching, and development • Financial analysis and business growth initiatives Successfully developed and mentored a team of field and corporate professionals while contributing to more than $13 million in revenue growth over a three-year period. The role required aligning multiple stakeholders, franchise operators, field teams, and corporate resources around common goals while maintaining visibility into performance across a large distributed network. Many of the challenges mirrored those faced by scaling organizations today: coordinating execution across multiple teams, improving accountability, forecasting revenue performance, managing partner relationships, and creating consistency across a geographically dispersed operation. My 12-year tenure with Bandag included progressive promotions from Fleet Sales Representative to Area Sales Manager, District Manager, and ultimately Strategic Account Manager, providing hands-on leadership experience across sales, business development, account management, forecasting, and organizational growth.

Completed Fifth Third Bank's Bank Associate program with rotational assignments across corporate tax, retail banking, and investment advisory services. Advised clients on financial goals, risk tolerance, and investment strategies while supporting portfolio analysis, performance reporting, and business decision-making initiatives. Collaborated with portfolio managers and leadership teams to improve reporting visibility and provide insights that supported client and organizational objectives. Key areas of experience included: • Financial analysis and reporting • Portfolio performance evaluation • Risk assessment and decision support • Client advisory and relationship management • Business operations and process improvement • Data-driven performance measurement The rotational program provided exposure to multiple business functions and strengthened my foundation in financial analysis, forecasting, risk management, performance reporting, and evidence-based decision-making. Those skills continue to influence my approach to forecasting, KPI visibility, business performance management, and executive leadership today.