11+ years across fintech, payments, eCommerce, and SaaS. From publicly traded financial services to early-stage government SaaS to global commerce platforms — I've walked into organizations without playbooks and built the revenue systems that drive predictable growth.
Every revenue org I've built starts the same way — with a model we can defend to a board.
The industries and company stages change. The approach doesn't.
When I took over the region, there wasn't a repeatable machine — just scattered accounts, inconsistent coverage, and a CRM that couldn't tell you what was real. Pipeline was mostly hope, not process, and territory ownership was fuzzy at best.
Built the regional revenue operation from the ground up. Designed a structured territory GTM strategy targeting municipalities, counties, and utility districts. Ran full-cycle, consultative, multi-stakeholder government deals — the kind that take patience, precision, and knowing how to work a procurement process.
Closed 7 high-value contracts ($500K–$1.3M ARR) selling integrated finance, property tax, and utility billing suites. In two years, grew the region to $7M+ in annual revenue.
The company was ultimately acquired by a private equity firm — and the regional growth was a meaningful part of that story.
Enterprise was largely opportunistic when I stepped in — a few warm relationships, but no consistent enterprise motion. The team didn't have a shared qualification language, deal reviews were ad hoc, and the pipeline was thin for the growth target they were chasing.
Built and led a 15-person sales organization focused on consultative selling of BNPL, private label credit, and SaaS-enabled lending solutions. Every deal required deep partnership with Credit, Risk, and Product to align growth strategy with underwriting frameworks and portfolio performance.
This wasn't a checkout button sale — it was selling financial infrastructure. Every conversation required explaining who floats the capital, who absorbs the loan, who takes on the risk, and how charge-off rates and delinquency thresholds affect the economics of the entire transaction chain.
Secured $67M ARR across six enterprise clients. The team exceeded revenue targets by 112% YoY.
When I stepped in, the Americas eCommerce division had gone dark. The team was two CSMs with no sales function — and they hadn't closed a new deal in over 18 months. No pipeline, no prospecting motion, no structured approach to acquiring or expanding merchant relationships. Account maintenance, not a revenue engine.
Verifone's 2Checkout platform operated as a full Merchant of Record — meaning the company assumed all financial and legal liability on behalf of every merchant. Payment processing, global tax remittance, FX exposure, regulatory compliance, chargebacks, refunds, and returns across 200+ countries. When something goes wrong, it's on us — not the merchant.
Built the team from 2 CSMs to 9 people — 5 account managers on retention and expansion, 4 enterprise reps on new business. Closed our first new deal in under 60 days, ending the 18-month drought.
Restructured cross-border routing and 3DS strategy to improve authorization rates. LATAM and APAC were consistently the most complex from a cross-border authorization and compliance standpoint. Left the division with new acquisition and churn reduction playbooks, renegotiated legal agreements, and expanded into two additional markets.
When I stepped into the CRO seat, I found a revenue org where every team was running its own playbook. Sales, Marketing, and CS each tracked different numbers, used different definitions of what a "customer" even was, and reported up through different chains. The board was getting a different story depending on who was in the room.
Full commercial P&L ownership across a $50M+ global operation. Consolidated the multi-channel revenue organization — unifying direct sales, channel partnerships, customer success, and marketing under a single commercial strategy for the first time.
Architected a multi-product GTM strategy across distinct ICP segments. Built the ARR forecasting framework, pipeline coverage models, and executive revenue dashboards that gave the board real visibility into where the business was going — not just where it had been.
Revenue architecture for fintech, SaaS, and eCommerce companies from early growth to mid-market scale. Every engagement starts the same way: diagnose the model, fix the system, then build or rebuild the team around it.
Designed full revenue engines integrating Sales, CS, Marketing, and RevOps — including forecasting dashboards, board-ready KPI reporting, ICP refinement, pricing architecture, and compensation design.
Series B Fintech — Rebuilt CRM and forecasting infrastructure, cleaned pipeline definitions, and tightened stage exit criteria to stop a "phantom" forecast masking real pipeline health.
Multi-Location eCommerce Brand — Redesigned conversion and retention levers, rebuilt lifecycle reporting, and fixed attribution blind spots hiding what was actually driving revenue.
Payments & Processing Provider — Mapped risk and underwriting workflow, improved exception handling, and reduced avoidable declines and chargeback exposure.
A multi-billion dollar enterprise client knew they weren't getting their best rate on payment processing — but didn't know why. Contract renewal was eight months out. They needed someone who could go deep into the cost structure and build a case to renegotiate from strength.
Full forensic audit of over $500 million in annual processing volume. Examined interchange qualification rates, merchant category code assignments, processor markup layers, downgrade patterns, and fee schedules line by line.
Interchange misclassification, wrong MCCs cascading into incorrect treatment, buried processor markup, and a pricing model not optimized for their transaction profile. The deliverable was a 17-tab deep analysis with six supporting documents. Not a summary deck — a negotiation weapon.
Most companies don't know how much revenue they're losing through their payments infrastructure. It's not one dramatic failure — it's a slow bleed across dozens of small, preventable problems: misconfigured billing, unoptimized retry logic, interchange misclassification, failed cross-border authorizations, involuntary churn, and processing costs that haven't been reviewed since the original contract.
Verifone — Cross-Border Auth Optimization: Restructured routing and 3DS strategy across 200+ countries. LATAM and APAC focus. Mid-single-digit auth rate lifts at significant volume.
Bread Financial — BNPL Payment Flows: Optimized authorization and issuer engagement for recurring repayment structures, reducing avoidable declines tied to off-session renewals.
Enterprise Interchange Review — $1M+ Savings: Full audit of $500M+ processing volume. Interchange misclassification, incorrect MCCs, buried markup, unnecessary downgrades.
Failure reason segmentation by issuer, network, region · Payment method mix vs. market reality · Renewal cohort analysis (day-0, day-3, day-7) · Dunning/retry timing · Off-session billing architecture · Interchange cost structure analysis
Click any role to see the story behind it.
I treat revenue leadership like a discipline, not just a job title.
I'd welcome the chance to talk about where I might fit. No pitch, no pressure — just a real conversation.
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