Advisory & Board Counsel
The value of advisory is only as good as the depth of experience behind it. What I bring to boards and executive teams is not general business frameworks. It is operator-level pattern recognition built across some of the most interesting inflection points in logistics and commerce.
What I Bring
Most strategic advice at the board or executive level suffers from the same problem: it is generic. A talented ex-CEO from consumer tech has little to offer a logistics SaaS company navigating a GTM transition. Experience in the specific domain and at the specific scale is what makes advisory genuinely useful.
My value lies in my domain-specific expertise. I have led revenue functions and commercial transformations inside the exact type of companies I advise. I know the buyer behavior, vendor landscape, partnership dynamics, talent market, and strategic leverage points specific to logistics, ecommerce, and commerce technology.
I have served as a board advisor to Malomo, Loop Returns, Pipe17, and Two Boxes, and provided board-level strategic counsel at Ryder on M&A and ecommerce strategy. Advisory is not my side business. It is part of how I stay close to the market and continue to build my pattern recognition, which makes my consulting work more effective.
I ask the questions leadership teams sometimes avoid. What is actually holding back growth? Is the market thesis still right? Is the current ICP correct? I bring a clear-eyed, commercial perspective, not a diplomatic one.
Twelve years in logistics and commerce builds a network. When companies I advise need introductions to platforms, carriers, 3PLs, investors, or technology vendors, I can often make the right connection quickly.
Before a company makes a major strategic bet: a new market entry, product repositioning, acquisition, or pricing change. I can pressure-test the thesis from an operator's perspective and surface the risks that might not be visible from inside the business.
Advisory Portfolio
A selection of the ecommerce and logistics ecosystem companies where I have served in a board advisory role.
Post-Purchase Experience Platform
Malomo helps ecommerce brands turn their shipment-tracking pages into a branded post-purchase experience, driving engagement, repeat purchases, and lower support volume. As a board advisor, I provided perspective on GTM strategy, ecommerce ecosystem partnerships, and commercial positioning within the post-purchase category.
Returns Management Platform
Loop Returns is the leading returns management platform for direct-to-consumer ecommerce brands. As a board advisor, I contributed my perspective on go-to-market strategy, enterprise expansion, and the logistics and 3PL partner ecosystem that plays a critical role in the returns process.
Order Orchestration Platform
I served as a board advisor to Pipe17 before joining full-time as Chief Revenue Officer, underscoring the depth and value of the advisory relationship. As an advisor, I helped shape the strategic thinking on market positioning, target customer profile, and commercial direction, which ultimately informed the full GTM transformation I led as CRO.
Returns Logistics Technology
Two Boxes is building technology to make the returns process more intelligent and efficient, bridging the gap between ecommerce returns software and physical logistics operations. As a board advisor, I provided perspective on 3PL ecosystem strategy, commercial partnerships with logistics providers, and go-to-market positioning.
Advisory Engagement Model
Advisory relationships vary depending on the company's stage, the nature of the strategic challenge, and how frequently that domain expertise is needed. I take on a small number of advisory relationships at any given time to ensure I can be genuinely useful, not just nominally present.
If you are interested in exploring an advisory relationship, start with a direct conversation. Tell me about your company, where it is heading, and what type of strategic perspective you are looking for. I will be direct about whether it is a fit.
Explore Advisory FitBoard & Strategic Advisory
Formal advisory role, participating in board or strategic sessions, providing ongoing perspective on commercial strategy, market dynamics, and growth decisions.
Executive Team Advisory
Regular engagement with the CEO, CRO, or leadership team, providing strategic perspective and commercial pressure-testing on key decisions and initiatives.
M&A / Investment Advisory
Commercial diligence and strategic assessment support for PE-backed platforms, acquirers, and investors evaluating opportunities in logistics or commerce technology.
Fractional CRO / Interim Revenue Leadership
For companies that need more active revenue leadership, on a fractional or interim basis, during a GTM transition, leadership gap, or commercial transformation.
Strategic Perspective
A few principles that inform how I advise and what I push for in every engagement.
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Partnerships that do not generate revenue within 12 months are not partnerships. They are press releases. Build for revenue, not for announcements.
On Partnerships
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The ICP problem is almost always an ICP avoidance problem. Companies say they serve 'anyone in logistics' because narrowing feels like leaving revenue on the table. It is actually the opposite.
On ICP Definition
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The most underestimated growth lever at a later-stage company is customer success. Not as a support function, as an expansion engine. Most companies have not made this shift yet.
On Customer Success
Interested in Advisory?
I take on a limited number of advisory relationships to ensure genuine value. If you think there is a fit, let's talk.