A focused offer built for
serious growth challenges.

The Problem

You have a strong business. You have proven what works. But the next phase of growth requires something different: a new market, a new customer profile, a new commercial motion. You need clarity on which bet to make and how to execute it.

What I Do

I work with your leadership team to evaluate your current commercial position, identify the highest-leverage growth opportunities, and build a clear strategic roadmap that your organization can execute. I bring operator experience across logistics and commerce to help you see around corners and avoid the mistakes I have already made at other companies.

Outcomes

Best For

Later-stage companies at an inflection point: Series B+, PE-backed, or scaling to next revenue tier.

The Problem

Sales cycles are too long. The wrong customers are coming through. Marketing spend is not translating to pipeline. Or you have grown fast, but now the GTM motion that got you here is not going to get you to the next stage, especially if you are trying to move upmarket or into new segments.

What I Do

I rebuild the GTM architecture from the customer back. That means a rigorous ICP definition, a clear value proposition, a channel strategy, messaging alignment, and sales motion design. I have done this at companies transitioning upmarket, entering new geographies, and relaunching after a strategic pivot, including leading Pipe17's full commercial repositioning.

Outcomes

Best For

Companies post-product/market fit that are scaling sales or repositioning into a new market or customer tier.

The Problem

You have partnerships on paper, but they are not generating meaningful pipeline or revenue. Or you know that ecosystem relationships are a leverage point for growth, but you have not built the infrastructure to make them work. Or you need to build a partnerships function from scratch and are not sure what good looks like.

What I Do

I have built partnerships with organizations from the ground up at Easyship, Port Logistics Group, and Ryder. At Ryder, I helped design a program that generated measurable cross-sell revenue and improved customer conversion rates. I can help you define your partnership strategy, identify the right partners, build the enablement infrastructure, and create the commercial agreements that actually generate returns.

Outcomes

Best For

Logistics providers, 3PLs, SaaS companies, and commerce platforms looking to build ecosystem-driven revenue.

The Problem

You have won in your core market. Now, growth requires entering new geographies, verticals, or customer segments. The challenge is that what works in your current market often does not translate cleanly, and the cost of getting expansion wrong is high.

What I Do

I have led or supported market entry into North America, Australia, the EU, and the UK, plus vertical expansion across multiple companies. I can help you evaluate market opportunity, build the go-to-market entry plan, identify the right team and partner structure, and sequence your entry to maximize the probability of success and minimize wasted investment.

Outcomes

Best For

Companies ready to expand geographically or into new verticals and seeking a structured, de-risked approach.

The Problem

Your current ICP is too narrow and limiting growth. Or you are selling to a broad range of customers and winning only a fraction. You need to either expand who you are going after, move upmarket into larger accounts, or reposition your commercial narrative to compete at a different tier.

What I Do

I led the upmarket repositioning at Pipe17, a full ICP and positioning shift that increased average contract value by 600%+. I have also helped companies at PLG and Ryder expand their commercial footprint into new customer types and segments. The methodology involves win/loss analysis, market segmentation, competitive positioning, and rebuilding the commercial narrative from the ground up.

Outcomes

Best For

Companies that have found early product-market fit and are ready to move upmarket or broaden their addressable market.

The Problem

Sales, marketing, partnerships, and customer success are all working hard, but they are not working together. There is no unified revenue motion. Customer success is reactive rather than growth-driving. Marketing is generating leads that sales cannot close. Partnerships exist in a silo. The org structure is not set up to scale.

What I Do

I have led all of these functions and understand how they should connect. I work with leadership teams to diagnose where the revenue org is misaligned, design the structural and process changes needed to unify the commercial motion, and build the team and measurement framework to execute with discipline.

Outcomes

Best For

Growth-stage and later-stage companies where the commercial org has grown without a unifying structure.

The Problem

Leadership teams and boards navigating strategic inflection points: a potential acquisition, a major market pivot, a new product launch, or a capital raise, need perspective from someone who has been inside similar situations. Generic advisory is not useful. You need someone who knows the specific domain.

What I Do

I have served as a board advisor to Malomo, Loop Returns, Pipe17, and Two Boxes, and at Ryder, I advised senior leadership and the board on M&A targets in the reverse logistics space. I work with executive teams and boards as a trusted strategic voice, providing informed, direct perspective on commercial strategy, market positioning, and growth execution.

Outcomes

Best For

Growth-stage companies, PE-backed platforms, and later-stage businesses at strategic inflection points.

The Problem

You are evaluating an acquisition target, or being evaluated, in logistics, ecommerce, or commerce-tech, and you need someone with commercial and operational depth to pressure-test the business case. Financial models are necessary but not sufficient. The commercial diligence matters just as much.

What I Do

At Ryder, I evaluated reverse logistics and ecommerce technology companies as acquisition candidates, conducting commercial diligence, P&L restructuring analysis, and advising the board on strategic fit. I bring that same rigor to advisory work for companies evaluating acquisitions or preparing for a sale process in the logistics and commerce technology space.

Outcomes

Best For

PE firms, strategic acquirers, and operators evaluating buyside or sellside transactions in logistics or commerce-tech.