Work

Growth and quality constrained by uneven post-sale operations, unclear tiering, and friction across trafficking, scheduling, and delivery.

• Built tiered customer strategy tied to service levels and scalable delivery
• Redesigned trafficking and scheduling workflows to increase predictability and on-time launches
• Clarified roles, handoffs, escalation rules, and exception handling across ops and client teams
• Shaped automation-first operational tooling direction to reduce manual work and improve QA

• Customer tiering and service model
• Post-sale workflow maps, SLAs, escalation paths
• Operating cadence and KPI framework
• Automation and QA specs for recurring operational work

• More predictable delivery and fewer execution surprises
• Cleaner ownership and faster exception resolution
• Clearer prioritization between high-touch and scalable motions

Automation concepts for briefs, trafficking workflows, QA, and recurring reporting.

High product quality with growing complexity. Needed measurement, operating cadence, retention system, and a credible growth and capital-ready story.

• Built an accrual-based performance system that matches operational reality
• Defined churn and risk bands, cohorts, lifecycle levers, and weekly operating cadence
• Aligned growth priorities, product direction, and execution plan to measurable KPIs
• Led brand, marketing, and competitive framing work tied to positioning and ICP

• Revenue accrual reporting spec and source-of-truth definitions
• KPI dashboard system and automated reporting instructions
• Cohort and churn reporting definitions including risk bands
• Operating plan linking strategy, growth, product, and KPIs
• Brand and messaging foundations plus competitive analysis and SEO prioritization

• Decision-grade measurement and weekly management rhythm
• Clear retention and reactivation levers grounded in cohorts
• Stronger operating plan and narrative for growth and capital readiness

Automated reporting workflows, structured analysis loops, and AI-assisted content and research workflows tied to measurable outputs.

Performance decline and unclear path to stabilization. Needed unit economics clarity, COGS control, and a coherent turnaround plan that survives diligence.

• Built the financial baseline and driver tree across P&L and unit economics
• Decomposed COGS and cost-to-serve to identify practical levers
• Developed cohort and subscriber analysis to isolate retention and acquisition realities
• Produced turnaround plan and supporting narrative for buyers and investors

• Driver-level P&L structure and pro forma framework
• COGS decomposition and margin driver tree
• Subscriber and cohort analysis views and findings
• Turnaround recommendations and prioritized operating plan
• Marketing direction and acquisition strategy narrative

• Clear economics and margin levers, by business line
• Actionable stabilization plan tied to measurable drivers
• Improved investor and buyer readiness through a coherent story plus numbers

Structured synthesis of fragmented data into decision-grade models and scenario logic.

Value proposition and roadmap needed focus. Onboarding, support, billing, and data integrity created drag on conversion and retention.

• Built competitive landscape and positioning map to sharpen wedge and roadmap
• Shaped product priorities based on churn drivers, onboarding gaps, and support friction
• Produced specs for core fixes and workflow improvements that improve time-to-value
• Built KPI views and operating priorities to align product, marketing, and ops

• Competitive landscape and feature comparison
• Strategic review and prioritized roadmap
• Product specs for onboarding, data integrity, and operational workflows
• Support and billing workflow templates and comms systems
• KPI views and measurement plan tied to funnel and retention

• Clearer wedge and roadmap sequencing
• Reduced friction across onboarding and support workflows
• Better operating alignment across product, marketing, and customer operations

Automation-first workflows and measurement loops that improve time-to-value and reduce manual overhead.

Needed GTM scale, tighter operating cadence, clearer product sequencing, and stronger capital readiness.

• Defined wedge, ICP, and segmentation tied to measurable GTM mechanics
• Built revenue and GTM operating system: driver tree, pipeline rigor, partnerships, forecast logic
• Implemented KPI and OKR operating cadence across teams
• Built product roadmap discipline: specs, acceptance criteria, release measurement
• Created fundraising readiness structure: narrative, KPI pack, P&L clarity, investor funnel process

• ICP, segmentation, wedge brief and bet stack
• GTM operating cadence, KPI set, and pragmatic OKRs
• Product roadmap and delivery system with decision gates
• Fundraising readiness pack structure: story, KPI pack, model logic, funnel tracking templates

• Clearer GTM focus and operating rhythm
• Cleaner roadmap sequencing tied to revenue and retention drivers
• Stronger readiness for investor conversations and diligence

Automation opportunities across lifecycle ops and growth execution tied to throughput and quality metrics.

Strong technical advantage needed translation into buyer language, focused GTM, operating cadence, and capital readiness.

• Built market framing, customer segmentation, and wedge narrative that converts technical advantage into buyer outcomes
• Designed enterprise GTM system: pipeline stages, qualification, core assets, sales discipline
• Implemented KPI and OKR cadence across product, engineering, and commercial execution
• Built product roadmap and spec philosophy to reduce thrash and align delivery to adoption and revenue
• Built fundraising readiness system: narrative, KPI pack, operating plan, investor funnel discipline

• Market map, ICP segmentation, wedge narrative
• Enterprise GTM operating model and core asset outline
• KPI and OKR cadence tied to adoption, revenue, and delivery throughput
• Roadmap and spec standards with decision gates and release measurement
• Fundraising readiness checklist and diligence structure

• Clearer buyer-facing narrative and sharper GTM motion
• Improved execution cadence and roadmap discipline
• Stronger readiness for investor engagement and diligence

Research synthesis, scenario modeling, and automation concepts applied to enterprise workflow execution.

Built and scaled a new platform category with distribution through strategic partnerships and channel motion.

• Led product strategy and GTM sequencing from early stage to scaled recurring revenue
• Built direct and channel sales frameworks and closed strategic enterprise agreements
• Designed partner motion and deal structures that scaled distribution

• Product strategy and GTM sequencing
• Sales playbooks and channel frameworks
• Partner ecosystem map and deal structure templates

• Accelerated recurring revenue growth through partner distribution
• Stronger deal architecture and scalable partner motion
• Clear commercial operating model for growth

Machine-learning driven matching and optimization concepts applied to monetization and distribution.

Expanded TAM, scaled partnerships, and professionalized revenue engine while maturing recommendation technology.

• Built partnership and revenue engine with disciplined operating cadence
• Led monetization and product framing that expanded addressable market
• Advanced positioning and narrative aligned to category leadership
• Supported recommendation narrative tied to engagement and monetization drivers

• GTM strategy, partnership map, revenue operating system
• Monetization and product pivot framing
• Positioning and narrative direction tied to category leadership

• Faster revenue acceleration through partnerships and improved commercial system
• Clearer market narrative and product framing
• Stronger alignment between product evolution and monetization drivers

AI-based recommendation and personalization narrative tied to measurable engagement and monetization outcomes.