Lifelong student of sales, marketing, leadership and entrepreneurship.Started my career in telecommunications in 1999 after 7 years of active duty in the United States Navy. The first few positions I had were in Network Operations and Engineering, however, I quickly learned that my real passion was helping people. That passion ultimately led me into a sales role and then quickly to sales leadership.In the various sales and leadership roles that I held, there were two factors above all others that kept me highly focused:1. Primarily responsible for coaching and teaching the sales folks that were on my teams how to: - build lasting relationships - be honest and transparent in their dealings- be genuinely curious by asking thought provoking questions2. The business owners and technology leaders, the clients that we worked with, had real problems that they needed our help solving which meant we needed to:- simplify complexity where possible, make it easy - demonstrate capability and competency- truly care by treating our clients just as we would want to be treatedOver the course of my career, I have:1. Helped generate over $500M in revenue for the companies that I have worked for and with.2. Helped my team members achieve their career goals and aspirations.3. Maintained my ultimate passion to help others overcome challenges and and achieve . I started my own practice to dive even deeper into my passion for helping others. The thing that continues to persist with business owners and technology leaders is that they simply have too much on their plate. They are extremely busy and do not delegate nearly as much as they should. Things like:1. Business owners self-managing sales and operations teams in addition to doing business owner/CEO things that need to be done.2. I see business owners/leaders choosing to insource more than they outsource, adding unnecessary overhead and delays to growth and cost optimization.3. I see Technology leaders continuing to buy technology the way it was purchased 20 years ago (i.e. direct from the supplier). 4. I see tremendous resource constraints caused by tight labor markets and employee turnover in both client and supplier ecosystems that creates frustration and lack of consistency. 5. Business owners and leaders not delegating almost everything which, knowingly or unknowingly, negatively impacts culture, employees, and clients. TREU's belief is that business owners and leaders deserve to get the unbiased help they need to run and grow their business and should not have to pay a fortune for that help.