Sales leadership · Dallas-Fort Worth
Platform companies still pay sellers to sell one product.
The result is stalled cross-sell and duplicated coverage on the same accounts. I led sales for a product portfolio at Intuit through its move to a platform operating model. I now advise B2B SaaS and fintech leadership teams on that transition.
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Incentives decide the strategy.
A platform strategy stalls when the comp plan still pays for single products. Moving our portfolio from product silos to platform coverage by segment and motion took two leadership decisions: clear account ownership, and incentives aligned with segment and global compensation leadership to reward multi-product and outbound selling. Coverage maps are easy to redraw. Ownership and pay set behavior.
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Product-led growth still needs a sales investment.
Self-serve is often presented to boards as a way to spend less on sales. I treat it as the best-qualified pipeline a company owns. We ran seller-assisted conversion of free-trial and self-serve users alongside outbound. The leadership decision is where a seller adds value to conversion and expansion, and where the product should carry the customer alone.
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The first job of AI in a sales org is intelligence.
Much of the market is buying AI to add outbound volume. I invest first in what sellers and leadership know. The AI seller workflows I built with Engineering, Sales Operations and Product surfaced customer insights and buying signals, and gave sellers a customer profile and the relevant account details before each conversation. They captured win/loss trends and spread best practices across the organization, and they took administrative work off the seller.
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Forecast integrity is an operating discipline.
MEDDPICC adoption is easy to claim and hard to verify. We set one qualification standard across every team and inspected the pipeline in Salesforce weekly, testing economic buyer access and the customer's decision process against evidence from the buyer. That inspected pipeline is what I brought to monthly forecast sessions with Finance and segment leadership.
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Senior sales leaders belong in the largest deals.
Leadership that stops selling loses its read on the market. As a team lead at Intuit I carried a full individual quota while developing peer sellers. Leading the portfolio, I served as executive sponsor on large deals, across from the C-suite. Executives who stay in those rooms see where their process and the buyer disagree.
Where I'm useful
Leadership teams at B2B SaaS and fintech companies moving a multi-product portfolio onto one sales operating model. Companies whose forecast has lost the confidence of Finance or the board.
I work directly with CEOs and revenue leaders, as an advisor or hands-on for a defined mandate.
About
I started in fintech as an Account Executive selling small-business credit and working capital. Fast deal cycles there taught me to qualify early. At Intuit I moved from carrying a quota to leading sales for a product portfolio. My central mandate there was moving the sales organization from single-product selling to platform coverage. That transition is now a board-level question for most multi-product software companies, and it is the work I advise on.
Previously led sales at Intuit. Earlier, Account Executive at Fundbox and National Funding. Based in Dallas-Fort Worth, Texas.
Contact
Start with the problem in front of you.
Advisory mandates and senior sales leadership roles. Email reaches me directly, and I reply personally.