Selected Impact
A repeatable playbook.
Different companies. Real results.
The following impact is drawn directly from my operator experience across four companies. The core levers, market expansion, GTM redesign, partnerships, and commercial transformation appear in different forms across every engagement. That pattern is the point.
Experience
Port Logistics Group/Whiplash
Pipe17
Easyship (<3 Years)
Company
Easyship
Role
Head of Revenue, North America
(First North American Hire)
Category
Ecommerce Shipping SaaS
60+
Team Built
9-Fig
Revenue <3 Yrs
3
New Markets
1st
NA Hire
Impact 01
Scaled North America from zero to nine-figure revenue and built the team, functions, and market expansion engine.
Joining Easyship as the first North American employee meant building without a playbook. There was no team, no established sales motion, no customer success function, and no brand recognition in the market. The job was to build all of it quickly.
Over the next several years, the North American business grew into a team of 60+ people operating out of a downtown Brooklyn office. Top-line revenue reached nine figures in under three years. The functions built to support that growth: sales, partnerships, customer success, became the template for how Easyship expanded into Australia, the EU, and the UK.
Key Strategic Moves
"The Easyship experience taught me that market expansion is fundamentally about building the right people, processes, and partnership networks, not just showing up in a new market and selling harder."
Impact 02
Transformed a traditional 3PL into a modern omnichannel provider and contributed to a ~$500M exit to Ryder.
Port Logistics Group came to this transformation with strong operational DNA, but needed commercial, technological, and organizational evolution to become the type of company that the fastest-growing brands in DTC and omnichannel would choose as a partner.
The mandate included integrating the Whiplash Merchandising acquisition while simultaneously repositioning the business toward modern, tech-enabled logistics. That meant hiring a product team, building a partnerships and alliances organization, expanding engineering, broadening customer success, and deepening the company's integration ecosystem across ecommerce and omnichannel platforms.
The result: omnichannel ecommerce revenue went from single-digit percentages to over 50% of the company's total revenue in less than two years. The commercial and organizational transformation contributed to a successful exit to Ryder for just under half a billion dollars.
Key Strategic Moves
"The PLG transformation showed that commercial change and organizational change have to happen in parallel. You cannot sell your way into a new market without also building the operational and technical capability to serve it."
Company
Port Logistics Group
Role
SVP, E-Commerce
Category
Third-Party Logistics (3PL)
50%+
Revenue from
Omnichannel
~$500M
Exit to Ryder
<2
Years to Transform
✓
Whiplash M&A
Integrated
Company
Ryder Supply Chain Solutions
Role
Group Director, E-Commerce Strategy → Group Director, Marketing & Partnerships
Category
Fortune 500 Logistics & Supply Chain
Impact 03
Built partnerships programs that enhanced revenue, supported M&A evaluation, and advised at the board level on ecommerce and reverse logistics strategy.
At Ryder, one of the largest transportation and supply chain companies in the United States, the work happened at a different scale. The commercial challenge was not hypergrowth, but strategic evolution: building an ecosystem that enabled cross-sell, improved customer conversion, and positioned Ryder for inorganic growth in emerging areas like reverse logistics.
In the first Group Director role, I focused on building the partnerships and alliances program for the ecommerce division, identifying the right vendor relationships, structuring commercial agreements that added real revenue, and enabling cross-sell that drove better outcomes for existing customers.
I also worked deeply on corporate development, evaluating reverse logistics companies as potential acquisition targets, conducting commercial diligence, restructuring P&Ls, and advising the board on strategic fit and investment rationale.
In my second Group Director role, I transitioned to lead GTM and marketing initiatives across both the Ecommerce and Last Mile divisions, continuing the partnerships program while expanding the commercial footprint.
Key Strategic Moves
Impact 04
Repositioned Pipe17 from commerce iPaaS to enterprise OMS, driving 600%+ growth in average contract value.
Pipe17 had a strong product and genuine capability, but its commercial positioning was not capturing the full value of what the platform could do. Positioned as a commerce iPaaS, it was competing in a broad, crowded category without the enterprise-level positioning that reflected the product's true complexity and power.
The mandate as Chief Revenue Officer was to lead a full commercial transformation: sharpen the positioning to order orchestration and order management, shift the target market from SMB and mid-market to enterprise organizations, rebuild the GTM motion to match the new positioning, and realign sales, marketing, and partnerships around the new commercial direction.
The result was a dramatic increase in average yearly contract value, growing by more than 600% as the company successfully moved upmarket into enterprise accounts that reflected the true value of the platform.
Key Strategic Moves
"Pipe17 demonstrated that repositioning upmarket is not just about changing a tagline. It requires rebuilding the full commercial architecture: ICP, messaging, sales motion, channel strategy, and team alignment, simultaneously."
Company
Pipe17
Role
Chief Revenue Officer
Category
Ecommerce SaaS / Order Orchestration
600%+
ACV Growth
iPaaS → OMS
Full Repositioning
Enterprise
Market Shift
The Pattern
The same levers. Different companies. Consistent results.
Looking across Easyship, Port Logistics Group, Ryder, and Pipe17, the same core drivers appear in different forms: market expansion, ICP sharpening, partnerships built as a real revenue engine, and revenue functions aligned around a single commercial motion. That is not a coincidence. It is the playbook.
Apply the Playbook
If this is the type of impact your company needs, let's talk.
Every engagement starts with a direct conversation about your specific situation. No generic frameworks, no pitch decks.