Post-Sale × RevOps × Systems

I build thesystems behindgrowth.

Onboarding, implementation, customer success, and RevOps — engineered so growth is easier to keep, not just easier to report.

Hiring? Let's talk View the work

Scroll — the system unfolds

Selected Outcomes

Proof, not adjectives.

A few of the operating outcomes I've helped create across post-sale, retention, and cross-functional systems work.

15pt

01 — NRR improvement

Shifted the business from contraction to net expansion by rebuilding post-sale infrastructure.

−58%

02 — monthly churn

Built the systems and team structure that turned retention into a business asset.

50%

03 — faster time-to-value

Redesigned onboarding and implementation to reduce friction early.

+20

04 — CSAT points

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

Work under real conditions.

Full timeline→

Sera Systems

Rebuilt a strained post-sale function into a retention lever.

The 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.

The 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.

The 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.

Featured Writing

Good Software Solves the Problem. Great Software Makes You Feel Something.

The companies that are going to win the next wave of software are not the ones with the most features. They are the ones that figured out how to make their users feel capable, organized, and genuinely good about the time they spend inside the product.

→

30 / 60 / 90

The first ninety days.

Diagnose first, align quickly, build the right foundation, then create visible momentum. This is the operating plan I bring into a new leadership role.

Assessment & Alignment

Stakeholder interviews across leadership, Sales, Product, Marketing, and post-sale teams.
→ Stakeholder themes & friction summary
Review lifecycle data, churn patterns, onboarding friction, pipeline handoffs, and customer feedback sources.
→ Lifecycle risk & opportunity assessment
Evaluate tooling, handoffs, reporting, ownership, and visibility gaps across the lifecycle.
→ Operating systems & tooling assessment
Present an initial readout to leadership with risks, themes, and highest-leverage opportunities.
→ Executive assessment readout

02Days 31–60

Strategy & Foundation

Define the lifecycle strategy and operating model, connected to revenue reality.
→ Lifecycle strategy & operating model v1
Clarify segmentation, journey stages, ownership, and core operating definitions.
→ Segmentation & ownership framework
Draft the first health model, KPI set, reporting logic, and dashboard structure.
→ Executive KPI & health model v1
Build the first playbooks for onboarding, handoffs, risk management, and expansion moments.
→ Lifecycle playbook set v1

03Days 61–90

Execution & Cadence

Launch a cross-functional operating cadence built to drive decisions, not status updates.
→ Operating cadence & meeting rhythm
Implement the first live dashboard and initial health model.
→ Executive dashboard v1
Pilot playbooks, handoff workflows, and operating changes with real accounts and teams.
→ Pilot results & playbook v1
Present 90-day progress: what changed, what still needs work, where I would focus next.
→ 90-day review & 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.

Contact me See what I build→Review experience→