CASE STUDIES

Throughout my career, I’ve operated across very different business stages and environments—from global enterprises to high-growth scale-ups and early-stage startups.

I started in a large multinational context at Wolters Kluwer Health, a Med & MedTech SaaS leader with 20,000+ employees and over $4.5B in annual revenue. I later moved into high-growth SaaS at Semrush, scaling through its public-company phase to ~$400M ARR and 1,600+ employees. Most recently, I joined a Series A cybersecurity SaaS startup at ~70 employees and ~$2M ARR, where the challenge was building revenue foundations from the ground up while accelerating growth.

Across these environments, I’ve held senior leadership roles spanning Sales, Marketing, Customer Success, and Revenue Operations—working alongside exceptional operators and leadership teams. This exposure shaped a consistent way of operating: combining strategy with execution, building scalable systems, and turning complexity into clarity.

The case studies below focus on my most recent experiences. They illustrate how I approach growth, execution, and transformation—especially in periods of change, including the ongoing shift toward AI-enabled revenue systems and continuously evolving sales processes.

If you’d like to go deeper into any of these examples, feel free to reach out—I’m always happy to discuss the details.

Driving Predictable Global Growth at Scale in a Public SaaS Environment

Role: VP of Sales, International / AVP Sales EMEA & APAC
Company: Semrush (NYSE: SEMR)
Scope: SMB, Mid-Market, and Enterprise across EMEA & APAC

Context:

As part of Semrush’s international expansion, the first objective was to rebuild our GTM strategy and the focus was on sustaining high-growth performance while increasing predictability, deal quality, and enterprise capability across diverse markets and segments.

Key Challenges

  • Improve efficiency in New Business and Expansion and rebuilt the GTM overall strategy
  • Scaling leadership and management layers across regions
  • Increasing average contract value without slowing velocity
  • Improving forecast accuracy across a large, distributed sales org
  • Strengthening enterprise sales execution while maintaining SMB/MM growth
  • Solopreneurs churn was higher than expected and SLG needed to improve on SMB/MM and ENT.

Actions Taken

  • Led international sales strategy across EMEA and APAC
  • Managed and scaled a team of 50+ Sales Team
  • Improved ICP, segmentation, territory design, and coverage models
  • Raised sales discipline through enablement, deal coaching, and leadership development
  • Revamped operating cadence and forecasting rigor
  • Partnered closely with RevOps and leadership on compensation and GTM improvements

Outcomes

  • +-35% YoY revenue growth delivered for three consecutive years
  • Forecast accuracy improved to ~90%
  • Enterprise ASP increased by 30%
  • SMB/Mid-Market ASP increased by 25%
  • Enterprise conversion rates improved by 35%
  • Average deal size increased by 35%
  • Scaled global execution without sacrificing predictability or culture

What This Demonstrates

  • Proven ability to scale revenue in complex, global SaaS environments
  • Strong leadership across managers, not just individual contributors
  • Balance between growth acceleration and operational discipline
  • Proven ability to improve efficiency and digital transformation
  • Sustainable growth through data-driven decision making

Scaling a Series A Cybersecurity Company from Growth Ambition to Predictable Execution

Role: Interim Chief Revenue Officer / VP Revenue
Company Stage: Series A | Cybersecurity SaaS
Scope: Global revenue ownership (Sales, CS, Marketing, RevOps)

Context

Following a Series A round, the company had strong product-market fit but lacked a repeatable, predictable revenue engine. Growth was inconsistent, forecasting confidence was low, and unit economics needed tightening to support sustainable scale.

Key Challenges

  • Revenue execution was reactive and inconsistent across regions scaling throughout EMEA and Americas
  • Forecast accuracy was ~60%, limiting leadership and Board confidence
  • Average deal size and conversion rates were underperforming
  • Retention metrics needed improvement post-funding and unit economics were inconsistent.
  • Lack of relevant data to make improvement decisions from the ground up.

Actions Taken

  • Rebuilt the end-to-end GTM model across SMB and Mid-Market segments
  • Redesigned sales process, qualification, and stage rigor
  • Implemented a clear operating cadence: weekly execution, weekly and monthly forecast, KPI visibility
  • Rebuilt and scaled the revenue organization
  • Introduced value-based selling, deal coaching, and pricing discipline
  • Tightened RevOps and pipeline hygiene to restore predictability

Outcomes

  • 87% YoY revenue growth (2025)
  • 105% YoY growth in Q4, with 3 consecutive record-breaking months
  • Forecast accuracy improved from ~60% to ~85%
  • +35% increase in ACV and +25% improvement in win rate
  • LTV increased by 14%
  • GRR reached 85% and NRR improved from 89% to 98%
  • Customer retention increased from ~80% to 91%

What This Demonstrates

  • Ability to translate strategy into execution under post-Series A constraints
  • Build, scale and grow revenue organizations in a fast-paced transactional environment, while looking at short-mid-long term goals
  • Strong focus on predictability, unit economics, and leadership scalability
  • Hands-on CRO leadership and adaptability to pivot depending on company’s strategic needs

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