I Build Post-Sale Functions That Scale
Onboarding, implementation, customer success, and RevOps systems that make growth easier to keep.
// PROFILE
I build the operating systems behind growth across post-sale, GTM, product, marketing, and customer teams.
Onboarding & Implementation
RevOps, GTM Systems & Customer Intelligence
Customer Success, Retention & Expansion
Selected Wins
Selected Outcomes
A few of the operating outcomes I've helped create across post-sale, retention, and cross-functional systems work.
Shifted the business from contraction to net expansion by rebuilding post-sale infrastructure.
Built the systems and team structure that turned retention into a business asset.
Redesigned onboarding and implementation to reduce friction early.
Improved customer understanding, follow-up, and lifecycle execution.
Where I Operate
The Work Has Never Been Just CS
My strongest work usually lives between teams. Post-sale is the center of gravity, but the job often expands into revenue operations, GTM systems, executive alignment, and cross-functional cleanup.
Post-Sale Leadership
Onboarding, implementation, customer success, support, retention, and expansion systems built to hold up under real growth.
RevOps & GTM Systems
Cleaner handoffs, healthier lifecycle data, better visibility, and operating rhythms that connect Sales, Product, Marketing, and CX.
Cross-Functional Operations
I like the work in the seams: where team boundaries create friction, context breaks down, and customers feel the cost first.
Chief of Staff-Type Projects
Diagnosis, executive alignment, special projects, and the kind of operational cleanup that makes the whole business easier to run.
Case Studies
How I Work Under Real Conditions
Sera Systems
Rebuilt a strained post-sale function into a retention lever.
Problem
Inherited a chaotic lifecycle motion with weak visibility, inconsistent onboarding, and too much revenue friction after the sale.
What I Built
Redesigned onboarding, built predictive health scoring, created better lifecycle reporting, and worked across Product and Sales to turn customer signals into action.
What Changed
Drove a 15-point NRR improvement, cut time-to-value by 50%, and increased CSAT by 20+ points.
Service Fusion
Built customer success from zero while the business scaled hard.
Problem
The company was growing fast, but post-sale had no real operating structure. Customers were landing in support without a scalable success motion behind them.
What I Built
Built the first CS function, created onboarding and documentation systems, designed the team structure, and built an operation that could absorb growth without heroics.
What Changed
Cut monthly churn by 58%, reduced onboarding time, and helped make the company acquisition-ready.
CadenceCX
Built the tool I wished I had running post-sale at scale.
Problem
Too much customer context lived across too many tools, and too much time was spent by CS and post-sale leaders rebuilding the same picture before making decisions.
What I Built
Built a product for account context, customer signals, follow-up, and execution so CX and post-sale leaders can think clearly and act from one working surface.
What Changed
Turned a recurring operating pain point into a product, and a clearer expression of how I think about systems, AI, and workflow design.
30 / 60 / 90
What I'd Focus on in the First 90 Days
This is the kind of operating plan I like to bring into a new leadership role: diagnose first, align quickly, build the right foundation, then create visible momentum.
Phase 1: Assessment & Alignment
Days 1-30Conduct stakeholder interviews across leadership, Sales, Product, Marketing, and post-sale teams.
Focus on pain points, misalignment, incentive gaps, and where execution is leaking.
Deliverable: Stakeholder themes and friction summary.
Review lifecycle data, churn patterns, onboarding friction, pipeline handoffs, and customer feedback sources.
Identify the problems that show up repeatedly across the funnel and customer journey.
Deliverable: Lifecycle risk and opportunity assessment.
Evaluate tooling, handoffs, reporting, ownership, and visibility gaps across the lifecycle.
Map where the system breaks before adding anything new.
Deliverable: Operating systems and tooling assessment.
Present an initial readout to leadership with risks, themes, and highest-leverage opportunities.
Create early alignment on what matters most and where fast wins are possible.
Deliverable: Executive assessment readout.
Phase 2: Strategy & Foundation
Days 31-60Define the lifecycle strategy and operating model.
Connect post-sale, GTM, and operational priorities to revenue reality.
Deliverable: Lifecycle strategy and operating model v1.
Clarify segmentation, journey stages, ownership, and core operating definitions.
Make roles, risk, and value signals easier to see across teams.
Deliverable: Segmentation and ownership framework.
Draft the first health model, KPI set, reporting logic, and dashboard structure.
Create signals leadership and operating teams can actually trust.
Deliverable: Executive KPI and health model definition v1.
Build the first playbooks for onboarding, handoffs, risk management, and expansion moments.
Turn good instincts into repeatable execution.
Deliverable: Lifecycle playbook set v1.
Phase 3: Execution & Cadence
Days 61-90Launch a cross-functional operating cadence across leadership, GTM, Product, and post-sale teams.
Use meetings to drive decisions, not just status updates.
Deliverable: Cross-functional operating cadence and meeting rhythm.
Implement the first live dashboard and initial health model.
Create visibility into adoption, risk, execution, and growth opportunities.
Deliverable: Executive dashboard v1.
Pilot playbooks, handoff workflows, and operating changes with a real working set of accounts and teams.
Refine based on usage, not theory.
Deliverable: Pilot results and lifecycle playbook v1.
Present 90-day progress, what changed, what still needs work, and where I would focus next.
Close the loop with clear outcomes, decisions, and next-step priorities.
Deliverable: 90-day review and next-step roadmap.
Recruiter Shortcut
Hiring for Post-Sale, GTM, or Operational Leadership?
I'm open to full-time leadership roles and selective consulting with SaaS companies that need a builder, not just a manager. If the work involves fixing the system behind growth, we should probably talk.