EXPERIENCE
Building Revenue Engines That Scale — and Last
Over the last 15+ years, I’ve built, fixed, and scaled revenue organizations across very different environments — from global enterprises and public SaaS companies to early-stage, investor-backed startups.
I’ve led revenue end to end: Sales, Marketing, Customer Success, Revenue Operations, and Partnerships. Most often, I’m brought in at moments of change — when growth needs structure, predictability is missing, or the revenue engine needs to be rebuilt to support the next stage of the business.
This isn’t a list of roles. It’s how I operate — and how I help companies grow with intent.
Early-Stage & Series A
Building Foundations While Accelerating Growth
Interim CRO / VP of Revenue
I joined Pistachio post-Series A, at roughly $2M ARR. The company had ambition, strong belief in the product, and investor pressure to grow — but lacked structure, reliable data, and a scalable go-to-market system.
My role was to bring clarity and execution at the same time.
I took full ownership of the revenue engine, rebuilding it from the ground up:
- Defined and deployed a new GTM strategy, segmentation, and operating model
- Implemented forecasting discipline, pipeline governance, and board-level reporting
- Built the annual revenue plan and all compensation frameworks across Sales, CS, and GTM
- Rebuilt the organization (30+ people across multiple regions and leadership layers)
- Introduced AI-driven workflows and automation to improve data quality, efficiency, and execution speed
I worked closely with the CEO and investors, participating in monthly board meetings to report performance, risks, and execution priorities. Capital efficiency was a constant focus — especially reducing CAC without sacrificing growth momentum.
One of the key lessons here was balance. The long-term strategy was clear, but investor expectations required faster short-term impact. Learning to adapt, reprioritize, and pivot quickly — without compromising core values — was essential in navigating the realities of a Series A environment.
Outcome:
87% YoY growth, 105% YoY growth in Q4, ACV up 40%, win rates up 25%, and forecast predictability improved from ~60% to ~85%, alongside materially improved capital efficiency.
Public SaaS & Global Scale
Fixing What’s Broken and Scaling What Works
VP Sales International / AVP Sales EMEA & APAC
At Semrush, I stepped into an international sales organization that was growing — but unevenly. Segmentation was unclear, data was unreliable, and processes varied significantly by region. The opportunity was large, but predictability and scalability were holding the business back.
My focus was to rebuild the system, not just push for short-term results.
That meant:
- Redefining segmentation, ICPs, and GTM motions across Enterprise, Mid-Market, and SMB
- Restoring data discipline and forecasting rigor required in a public-company environment
- Redesigning compensation structures and sales enablement frameworks
- Developing leaders and moving decisively on people decisions when needed
- Embedding AI and automation into prospecting, pipeline management, and performance analysis
- Building and leading partner channels, working with global IT partners such as SoftwareOne, Crayon, and SHI
I worked closely with senior leadership and the CRO, contributing to strategic planning and developing a three-year revenue strategy. Execution expectations were high, and accountability was non-negotiable.
One of the most important lessons here was speed — especially with talent. Building a world-class sales organization requires moving faster on hiring, faster on decisions, and always raising the performance bar.
Outcome:
Consistent double-digit growth across regions, Enterprise ACV up ~30–45%, conversion rates up to 35%, and forecast accuracy reaching ~90% at scale.
Enterprise & Transformation
Driving Change Inside Complex Organizations
Director of Sales, Central Europe & LATAM
At Wolters Kluwer Health, I led sales across Central Europe and LATAM during a major transition from traditional models to digital and SaaS-based offerings.
This environment demanded a different kind of leadership:
- Long sales cycles and institutional buyers
- Strong renewal and retention discipline
- Change management across markets, cultures, and maturity levels
- Aligning global strategy with local execution
This experience shaped how I operate in complexity — balancing growth, structure, and patience while leading teams through transformation.
Outcome:
~45% digital revenue growth in two years, renewal rates around 95%, and consistent double-digit growth across multiple regions.
How I Operate
Across every role and stage, my approach has stayed consistent:
- Data creates clarity — imperfect data is acceptable; unreliable data is not
- People drive outcomes — when expectations, accountability, and growth are clear
- Revenue is a system — Sales, Marketing, CS, RevOps, and Partners must move together
- Efficiency is a competitive advantage — today, that includes AI-enabled revenue operations
- Sustainable growth beats growth at all costs — especially over time
Whether building from scratch, fixing what’s broken, or scaling what already works, my focus is always the same: turning strategy into execution — and execution into predictable, durable results.
Every company is different — stage, market, constraints, expectations.
What stays consistent is how I approach the work.
Visit the case studies page, it will show how I translate strategy into action across different stages, markets, and challenges. They go beyond titles and outcomes, and walk through how decisions were made, why trade-offs mattered, and what it took to build predictable, scalable revenue engines in practice.