The Work

Recent engagement, and the operating experience that informs the firm’s perspective.
This page is not a list of case studies. It is the operating experience that informs how the firm thinks about the problems it works on. Recent engagement work appears first. The operating biography that sits behind the firm follows, with role-and-employer attribution that establishes the work was performed in an employed capacity prior to founding the firm.
The work below is presented to demonstrate the depth and texture of operating experience the firm draws on, not to claim engagement scope the firm has not had.
Solar energy and renewable power

Recent Engagement

Building a revenue system from zero

Early-stage renewable energy technology company. Strong product capability. No structured go-to-market.

The situation

The company had built something real. The product was working, the founding team had strong relationships, and genuine domain expertise was not in question. Growth was entirely dependent on both — not on a system that could operate beyond them. There was no defined target market, or rather there were too many candidates and no prioritization logic behind them. Sales was founder-led, relationship-driven, and opaque to anyone not in the room for the deal. Leadership had no visibility into what was working, no way to forecast with reliability, and no process that could be handed to a new hire or scaled beyond the founding team. The company had real capability and no structure around it.

The work

We worked inside the business to build the revenue system from the ground up. That meant sitting with the founding team inside the decisions they had been deferring — market focus, positioning, what the product was actually solving for which buyer — and making those decisions rather than deferring them further. We defined market focus and refined positioning against a specific customer decision rather than a market category. We built pipeline infrastructure from zero: stages, qualification criteria, handoff logic, and operating rhythm. We structured deal progression and worked inside active enterprise sales cycles directly. We created the reporting and visibility that gave leadership a real-time view of what was happening, and we established the go-to-market cadence that kept execution consistent without requiring constant founder involvement.

The outcome

$200M+
Pipeline built from zero

The company established its first repeatable sales motion. Pipeline became visible, manageable, and explainable to leadership. The process existed independently of any single person, which meant it could be scaled, handed off, and improved.

Growth became structured. Performance became repeatable.

Enterprise data center and technology infrastructure

Case Study

Scaling a global account from $8.3M to $128M+

Complex enterprise environment. Fragmented decision-making, rapid growth, infrastructure that could not keep pace.

The situation

The account was growing but not in a managed way. Revenue was increasing and so was the operational complexity that came with it. Decision-making was fragmented across business units, geographies, and functions. Infrastructure planning was reactive — needs were identified after problems surfaced rather than before they created them. There was no coherent account strategy connecting the relationship across its parts. Executive relationships existed but were not coordinated toward shared outcomes. Large opportunities were in motion but were not being structured in a way that reflected how the client actually bought. Global delivery teams were not aligned to the account strategy because the account strategy was not clearly defined.

The work

We worked across the full relationship — commercial, technical, and operational — to bring coherence to a complex account growing faster than the structure around it. We aligned account strategy to the client’s growth requirements across business units and geographies. We built executive relationships that created visibility into decisions before they were made rather than after. We structured and progressed large-scale opportunities through complex enterprise buying cycles. We coordinated delivery teams across geographies against a shared account operating model and established the account discipline that managed complexity at scale without adding proportional overhead.

One example of that operating depth: we built the delivery infrastructure from the ground up. Working within a Dell Technologies Select engagement for a global technology account, we stood up a dedicated configuration center in Brazil — purpose-built for a single account’s in-country requirements, engineered for factory-level device configuration, custom imaging, BIOS-level asset tagging, and cloud-based provisioning. What we built for one account became infrastructure that other companies later used. In parallel, we created new distribution partnerships across Africa to handle in-country compute stocking and device and display fulfillment — a channel that did not exist before we built it. 50,000+ end-user devices and 80,000+ displays deployed across both continents. Devices arrived ready to work, eliminating deskside IT deployment and reducing time-to-productivity from weeks to days across distributed markets. This is the kind of engagement that does not get captured in a revenue number. It gets captured in the operating discipline required to build physical infrastructure from zero, across continents, and then run it year after year.

A second program ran in parallel through a separate organization: a multi-year Dell Technologies Select infrastructure delivery engagement for a global hyperscale account — engineering tens of thousands of custom servers to workload specifications in partnership with leading semiconductor and networking partners across compute, NIC, and GPU components. Full-stack systems integration. A dedicated services team racked, burned, tested, and shipped weekly to the account’s datacenters over four years under a PM-led operating cadence. Two programs. Two organizations. One weekly drumbeat. For four years.

The outcome

$8.3M → $128M+
In account revenue over the course of the relationship

Large-scale programs delivered across multiple regions. A repeatable enterprise model established that could be replicated across similar accounts. The relationship became a platform for growth.

Growth came from alignment. Alignment came from structure.

Operating Experience

The operating experience that informs the firm’s perspective is presented below with role-and-employer attribution. This is the work that grounds how the firm thinks about enterprise accounts, network and infrastructure architecture, and the building of revenue organizations from zero.

Global account leadership at enterprise scale

Drawing on operating tenure as Global Account Manager at a global enterprise technology manufacturer

Led global account strategy across a portfolio of four Fortune 100 customers, with a matrixed team of approximately 120 people operating across more than 60 countries. Carried a dual-metric annual quota in the $100M to $134M range, weighted seventy percent on revenue and thirty percent on gross margin. Portfolio composition spanned a global hyperscale technology customer, a leading semiconductor manufacturer, an enterprise software leader, and a major integrated health system. Cumulative revenue across the portfolio exceeded $500M.

The largest growth story in the portfolio came on a global hyperscale technology customer. The relationship grew from low single-digit-millions in annual revenue to triple-digit-millions in revenue within a single fiscal year, by aligning compute, storage, and services delivery to how the customer needed to scale globally. The work involved closing a multi-region datacenter infrastructure program well above $50M, standing up a dedicated configuration center in Brazil for in-country device configuration and provisioning at scale, and building new distribution partnerships across Africa for in-country compute and device fulfillment in markets that had no prior delivery infrastructure.

Devices arrived ready to work, eliminating deskside IT deployment and reducing time-to-productivity from weeks to days across distributed markets. Tens of thousands of devices and displays were deployed across both continents over the course of the relationship.

A parallel program ran across multiple years: engineering custom servers to workload specifications in partnership with leading semiconductor and networking partners across compute, NIC, and GPU components. Full-stack systems integration. A dedicated services team racked, burned, tested, and shipped weekly to the customer’s datacenters under a program-managed operating cadence. The work also included structured financing arrangements that aligned customer capital efficiency with the manufacturer’s asset recovery economics, and the ongoing supply chain coordination required to deliver complex multi-region programs without surprises.

Owned program-level accountability for an Approved Vendor List qualification effort at a global enterprise software customer that required first-article testing across multiple geographies and reached the manufacturer’s most senior commercial leadership for resolution. Identified and helped establish an enterprise collaboration category that became a standard offering across the manufacturer’s enterprise customer base. Partnered with the manufacturer’s customer-experience executive office and senior customer information services leadership to establish a Bay Area executive women in technology forum focused on STEM pipeline development.

This is the kind of operating work that does not get captured in a single revenue figure. It is captured in the operating discipline required to coordinate global delivery at scale, build physical infrastructure where it did not exist, and run multi-year programs to a weekly cadence across continents.

Cloud and infrastructure consulting

Drawing on operating tenure as principal of an independent consulting practice focused on cloud and infrastructure

Founded and operated a boutique consulting practice focused on cloud, data center, and infrastructure companies during a transitional period in the IT services market. Worked directly with early-stage and mid-market providers on go-to-market execution, partnership development, and enterprise sales outreach.

The most consequential engagement of this period was with a data center infrastructure management software provider, where the work included designing the single-pane-of-glass instrumentation system that gave operators a unified view of data center performance, with drill-down to aisle, rack, equipment, load, application performance, preventive maintenance, and inventory.

That design work was conducted in direct conversations with the chief technology officers of a major US telecommunications carrier and a global colocation and interconnection provider, whose operational requirements shaped the system architecture. The experience established the firm’s perspective on how physical infrastructure environments should be observed and operated, and informs the infrastructure readiness work the firm does today on AI integration engagements.

Rebuilding a sales organization at growth stage

Drawing on operating tenure as Regional Sales Director at a mid-market managed services and infrastructure provider

Rebuilt the West Coast sales organization and go-to-market approach for a managed services and infrastructure provider. Assessed the existing team, restructured roles, and built pipeline architecture from zero. Repositioned offerings around customer infrastructure and cloud requirements. Built $34M in pipeline in six months.

Building the Internet sales organization from zero

Drawing on operating tenure as a sales leader at a major US telecommunications provider

Built and led the company’s first dedicated Internet sales organization from a blank organizational chart. The team produced more than $130M in recurring revenue across business internet access and managed services and led the country in performance five of six quarters during the build period. Carried quotas built on ARR and TCV up to $236M with direct accountability for revenue and cost performance. Ran RFPs for Layer 1 fiber build costs across commercial, enterprise, and government segments.

Cut team attrition from approximately twenty-five percent to under ten percent through a deliberate redesign of how reps were hired, developed, and progressed. Three of four top performers from that organization advanced into broader leadership roles within the company.

Carried second-line management accountability with direct accountability for revenue and cost performance. Hired approximately seventy people across the build, managed teams of up to seventeen direct reports, set individual and team quotas, conducted formal year-end performance assessments, and made promotion decisions. Delivered $32M in regional revenue across government, education, and healthcare segments, including a $25M public sector contract secured through competitive procurement.

This was the foundational operating experience for everything that followed. Building a sales organization from zero, in a category that did not yet have established playbooks, taught the discipline of making structural decisions early and adjusting them as the market evolved. That discipline shapes how the firm approaches revenue system work today.

Synthesis

The operating experience above is the foundation. The firm exists because problems at this scale require operating depth, not advisory distance.

When the work is global account leadership at enterprise scale, the firm has run it. When the work is building a sales organization from zero in a category that does not yet exist, the firm has built it. When the work is data center infrastructure architecture and instrumentation at carrier and colocation scale, the firm has designed it.

The people hired and developed across these operating chapters now lead at major technology companies. That is the depth the firm draws on, and the reason the conversation here is different.

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