Founder

I've spent my career at the intersection of revenue strategy and execution — not advising from the outside, but owning the number and building the teams and systems to hit it.

I started in Big 4 audit and deal advisory, where I learned how investors evaluate businesses, how value creation gets underwritten, and what operational maturity actually looks like when someone is writing a check. That foundation shaped how I think about every commercial decision — what does this look like in a model, what does this look like in diligence, and what does this look like at exit.

From there I moved into senior operating roles at a high-growth tech company serving small and mid-sized businesses, where I led across the full commercial stack: direct sales management, go-to-market strategy and execution, product marketing and customer marketing, account management and expansion revenue, product-led growth, and strategic partnerships. I wasn't designing strategy decks for someone else to run. I was hiring the reps, setting the quotas, building the pipeline cadence, defining the ICPs, launching the products, owning the retention number, and standing in front of the board to explain the results.

That experience taught me something that shapes everything we do at NumerIQ: the difference between a good business and a great outcome is almost always operational — not the product, not the market, but whether someone has installed the commercial infrastructure that makes growth repeatable, measurable, and independent of any single person.

I built NumerIQ to bring that operating discipline to the lower mid-market — where the businesses are strong, the investors are capable, and the gap is access to the same playbooks and embedded support that the best PE-backed companies in the world already have.