Fractional GTM strategist · Growth systems architect

Find the growth constraint.
Make the move that matters

I work with B2B founders and leadership teams to find what's holding growth back, pick the one move that matters, and build the system to run it.

Let's talk See the results

Experience across: SAP · Qualtrics · Emarsys · High-growth B2B tech

10×: More pipelineSAP Cloud ERP Canada
~60%: Sales growthQualtrics × SAP joint motion
3: Strategic partnersIn two quarters

A good fit when

Growth is possible, but the next move isn't clear.

Growth has stalled

The team is working hard. The old approach isn't producing results anymore.

Too many options

New segments, channels, partners, and positioning ideas all competing for attention.

The obvious problem isn't the real one

A pipeline gap can start with the ICP. A sales problem is often a positioning problem.

Strategy isn't reaching execution

The direction exists. People, priorities, and measures aren't lined up behind it.

You probably don't need more growth ideas. You already have plenty.

A new market. A different segment. More sales capacity. A partner channel. A positioning refresh.

The hard part is knowing which one matters. And the obvious problem usually isn't the real one.

A pipeline gap can start with the wrong ICP. A sales problem is often a positioning problem. A promising channel can be a distraction.

So I read the whole business, not one function, and find the real constraint.

Then we decide what to focus on, what to stop, and what has to work together.

I start from your growth ambition. No pre-baked playbook.

How I help

Three ways I can help

What that can include

Growth and GTM diagnostic
Customer and market insight synthesis
Constraint and opportunity map
Leadership alignment session

What that can include

Growth strategy
ICP and positioning direction
Market or segment prioritization
Channel and partnership strategy
Executive decision framework

What that can include

GTM operating model
GTM and sales playbook
Roles, priorities, and decision rights
Execution roadmap
Metrics and review cadence
Ongoing fractional leadership

How I work

Find the signal. Make the call. Build the system.

It always starts with diagnosis. What comes next depends on what we find.

Find the signal

Separate the real constraint from the visible symptoms.

Make the call

Decide where to focus and what not to pursue.

Build the system

Align people, priorities, processes, and measures.

Create momentum

Establish a repeatable rhythm for learning and growth.

You choose how far we go.

Direction only. Build it together. Or keep me involved until it is running.

Featured Works

What this looks like in practice

Situation: SAP customers were not buying enough Qualtrics. The assumption was that the team needed more pipeline.
What changed: Two large organizations were taking different stories, processes, and sales motions to market. We replaced that with one shared ICP, a joint value proposition, and a single 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 a coordinated enterprise and co-sell motion.
The result: Approximately 60% global growth.

Situation: Emarsys had a partner manager but little traction. The instinct was to generate more partner activity.
What changed: The real issue came earlier: the channel had no clear strategic role, shared priorities, or operating model. We gave the ecosystem a defined role and connected product, sales, marketing, and partnerships around it.
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 — early validation of real partner pull.

Situation: After Emarsys was acquired, the company needed to find its place within SAP and build a new path to market.
What changed: Leadership changes and competing priorities had left teams without shared direction. Each function had a plan; they did not add up to one company plan. We connected the priorities into a single direction.
My role: As Chief of Staff to the CEO, I led the cross-functional planning process, connected the priorities, and translated the strategy into coordinated execution plans aligned with SAP.
The result: One company plan, plus board-level investment cases that secured support for strategic growth initiatives.

Situation: SAP had a flagship cloud product but limited traction with Canadian PE- and VC-backed companies.
What changed: The market motion was new and the partner channel had not been aligned around it. We built a repeatable, ecosystem-led way to reach investor-backed businesses.
My role: I built the Canadian GTM for the segment and developed an ecosystem-led market motion, plus a repeatable partner-led sales motion.
The result: 1,400+ new industry contacts, a 10× increase in pipeline, and a reported 12× ROI on the partner-led motion.

A little about how I got here

I learned growth by working across the whole system.

Positioning, sales, partnerships, customer insight, and execution aren't separate problems. I look at how they work together, and where the system breaks.

I've spent my career commercializing B2B technology at SAP, Qualtrics, and Emarsys — enterprise sales, new markets, partnerships, product, and company strategy.

That range lets me move between the strategic and the practical: find the signal, help you make the call, build something the team can run.

SAP · Qualtrics · Emarsys: Enterprise and high-growth B2B technology
Sales · Product · Partnerships · Strategy: Experience across the growth system
Canada · North America · EMEA · Global: Market and cross-functional leadership
Diagnose · Choose · Build · Embed: From strategic question to operating system

Working with teams in Canada and the U.S.

For investors and portfolio teams

A clearer view of what is really constraining growth.

I work with portfolio-company leaders on stalled growth: what's really constraining it, which move to make next, and how to get the team running it.

Let's talk

Focused growth diagnostic
Founder and leadership alignment
Fractional GTM or growth-system support

Let's find the move that matters.

Tell me what's going on. We'll usually know pretty quickly if there's something worth digging into.

No deck. No prepared brief. Just bring the problem.

Find the growth constraint.
Make the move that matters

Growth is possible, but the next move isn't clear.

Growth has stalled

Too many options

The obvious problem isn't the real one

Strategy isn't reaching execution

You probably don't need more growth ideas. You already have plenty.

Three ways I can help

Find the signal. Make the call. Build the system.

Find the signal

Make the call

Build the system

Create momentum

What this looks like in practice

One joint GTM motion. Approximately 60% growth.

Three strategic partners in two quarters.

A post-acquisition strategy teams could actually run.

From a new segment to 10× more pipeline.

I learned growth by working across the whole system.

A clearer view of what is really constraining growth.

Let's find the move that matters.

Find the growth constraint.Make the move that matters

Growth is possible, but the next move isn't clear.

Growth has stalled

Too many options

The obvious problem isn't the real one

Strategy isn't reaching execution

You probably don't need more growth ideas. You already have plenty.

Three ways I can help

Find the signal. Make the call. Build the system.

Find the signal

Make the call

Build the system

Create momentum

What this looks like in practice

One joint GTM motion. Approximately 60% growth.

Three strategic partners in two quarters.

A post-acquisition strategy teams could actually run.

From a new segment to 10× more pipeline.

I learned growth by working across the whole system.

A clearer view of what is really constraining growth.

Let's find the move that matters.

Find the growth constraint.
Make the move that matters