Living Resume

The Problem

Crisp had grown primarily through event and founder-led sales, with no scalable new logo acquisition engine in place.

The Approach

Recruited the full sales function from scratch — RevOps, Enablement, AEs, and BDRs — then designed onboarding programs, stood up an outbound motion, and deployed AI tooling across the sales process.

Key Outcome

The Problem

B2B SaaS companies needed hands-on enablement help — sales process redesign, methodology rollouts, coaching programs — but lacked the internal expertise or bandwidth to execute.

The Approach

Co-founded a consultancy and built the client base entirely through outbound and referral. Delivered end-to-end enablement engagements: process redesign, MEDDPICC implementations, forecasting frameworks, playbooks, and custom training.

Key Outcome

The Problem

Attentive was scaling rapidly at a $4B+ valuation with a sales-assisted PLG motion, but ramp times were long, the enterprise motion lacked a common framework, and international expansion demanded new enablement infrastructure.

The Approach

Built the enablement program to support hypergrowth: role-specific onboarding, MEDDPICC for Enterprise, a revamped sales motion with RevOps, and an SDR-to-AE progression pathway. Extended programs to support EMEA and Australia expansion.

Key Outcome

The Problem

Salesloft was at $17M ARR and growing fast, but had no formal enablement infrastructure. Scaling the sales team, launching Enterprise, expanding internationally, and moving to multi-product all required programs that did not yet exist.

The Approach

Built the enablement function from scratch: onboarding, skills coaching, manager coaching programs, sales stage redesign, and Enterprise launch support. Maintained productivity while doubling team size.

Key Outcome

The Problem

The Watson Customer Engagement business unit spanned 23 products with fragmented enablement processes, inconsistent partner certification, and decentralized learning systems.

The Approach

Led an 80-person global team to standardize GTM enablement across the full portfolio, revamp partner certifications, consolidate learning into a centralized LMS, and align Marketing, Sales, and Partner teams on a unified content strategy.

Key Outcome

The Problem

Following IBM's acquisition of Silverpop, the Marketing Cloud product needed to expand into Latin America, Japan, and China — markets with no existing GTM infrastructure.

The Approach

Developed and executed region-specific GTM plans, recruited channel and service partners in each market, and drove quota attainment well above target.

Key Outcome

The Problem

Silverpop needed to build its enablement function from scratch while also expanding its enterprise sales capability and preparing for eventual acquisition integration.

The Approach

Progressed through four roles — training, sales engineering, solutions consulting, and enablement — building foundational programs and directly contributing to the largest deals in company history.

Key Outcome