Technology Commercialization & Go-to-Market

Find where to focus.
Build the path forward.

I help B2B technology companies identify the right markets, clarify their value, and turn customer insight into commercial traction.

Let’s talk

15 years: Sales · Product · Marketing · Strategy
10 years at SAP: Global enterprise GTM

A little about me

The answer is rarely in one place.

I’ve spent 15 years across sales, product, marketing and strategy, navigating complex technology businesses and enterprise markets.

During 10 years at SAP, I worked across global organizations and with executive teams on new markets, GTM motions and growth opportunities.

I think in systems.

I connect what’s happening across the customer, product, market, sales motion and ecosystem to find where to focus and what to do next.

Is this you?

Let’s talk if...

Your product is getting traction, but you’re not sure where to double down.
You have several promising paths in front of you and need to decide which one deserves focus.
Sales are moving, but you’re not sure what’s driving the wins or how to make them repeatable.

You’re moving into enterprise, but your sales motion isn’t built for it yet.
Your GTM needs to evolve, but the problem doesn’t fit neatly into one function.

How I help

Where to play.
How to win.
Make it real.

From making the strategic call to working alongside your team to build it.

Where to play

Best-Fit Customer
Opportunity Mapping
Positioning
Upmarket Paths

How to win

Your GTM Playbook
Distribution Strategy
Partner Ecosystem
Enterprise Motion

Make it real

Test
Learn
Build
Execute

See How I Work

Selected work

What this looks like in practice

New Market Entry

SAP Cloud ERP Canada

1 of 4

10×

Pipeline growth

A promising segment needed a repeatable way to reach it.

We built an ecosystem-led GTM motion for Canadian investor-backed companies.

The situation: SAP had a flagship cloud product but limited traction with Canadian private equity and venture-backed companies.
What I saw: The opportunity was promising, but the market motion was new and the partner channel had not been aligned around it.
The growth move: Build an ecosystem-led approach that could reach investor-backed companies through trusted partners and create a repeatable route to market.
My role: I built the Canadian GTM strategy for the segment, developed the ecosystem-led market motion, and created a repeatable partner-led sales approach.
The result: More than 1,400 new industry contacts, a 10× increase in pipeline, and a reported 12× ROI on the partner-led motion.

We built an ecosystem-led GTM motion for Canadian investor-backed companies.

The situation: SAP had a flagship cloud product but limited traction with Canadian private equity and venture-backed companies.
What I saw: The opportunity was promising, but the market motion was new and the partner channel had not been aligned around it.
The growth move: Build an ecosystem-led approach that could reach investor-backed companies through trusted partners and create a repeatable route to market.
My role: I built the Canadian GTM strategy for the segment, developed the ecosystem-led market motion, and created a repeatable partner-led sales approach.
The result: More than 1,400 new industry contacts, a 10× increase in pipeline, and a reported 12× ROI on the partner-led motion.

We aligned the customer definition, value proposition, and sales motion across two organizations.

The situation: SAP customers were not buying enough Qualtrics. The initial assumption was that the team needed more pipeline.
What I saw: Two large organizations were taking different customer definitions, stories, processes, and sales motions to market.
The growth move: Create one shared ideal customer profile, a joint value proposition, and a coordinated way to sell together.
My role: I led a global team across product, sales, and marketing to create the joint positioning and pitch story, then helped activate the enterprise and co-sell motion.
The result: Approximately 60% global growth.

We defined the role of the ecosystem and aligned product, sales, marketing, and partnerships around it.

The situation: Emarsys had a partner manager but limited traction. The instinct was to generate more partner activity.
What I saw: The channel lacked a clear role in the company’s growth strategy. Product, sales, marketing, and partnerships were not working from shared priorities or a common operating model.
The growth move: Define what the ecosystem was there to accomplish, identify the right partner priorities, and connect the relevant teams around one approach.
My role: I designed the ecosystem strategy, partner priorities, operating cadence, and co-marketing support, then built and launched the global Technology Partner Program.
The result: Three strategic partners in the first two quarters, providing early validation of meaningful partner demand.

We connected separate functional priorities into one company strategy and coordinated execution plan.

The situation: Following its acquisition, Emarsys needed to establish its place within SAP and create a new path to market.
What I saw: Each function had developed its own plan, but those plans did not add up to one company direction.
The growth move: Connect the priorities into a shared company plan, align it with SAP, and translate the strategy into coordinated execution.
My role: As Chief of Staff to the CEO, I led the cross-functional planning process and translated the strategy into coordinated execution plans.
The result: One company plan, plus board-level investment cases that secured support for strategic growth initiatives.

Bring me the messy growth question.

You don’t need to know whether it’s a sales problem, a product problem, a positioning problem or something else.

That’s part of what we’ll figure out.

Let’s talk

Or send a note

Find where to focus.Build the path forward.

The answer is rarely in one place.

Let’s talk if...

Where to play. How to win. Make it real.

Where to play

How to win

Make it real

What this looks like in practice

New Market Entry

A promising segment needed a repeatable way to reach it.

New Market EntrySAP Cloud ERP Canada10×Pipeline growthA promising segment needed a repeatable way to reach it.

Joint GTM MotionQualtrics × SAP~60%Global growthGrowth depended on turning two GTM motions into one.

Partner Ecosystem StrategyEmarsys3Strategic partners in two quartersThe channel needed a clear strategic role before it could gain traction.

Company Strategy and ExecutionEmarsys following its acquisition by SAP1Company plan, aligned with SAPEach function had a plan. The company needed one shared direction.

Bring me the messy growth question.

Find where to focus.
Build the path forward.

Where to play.
How to win.
Make it real.