Acquired by Unanet

Project timelines shouldn't run over. Budgets shouldn't run over on projects. If your delivery team knows what they are doing, they should be able to help you scope and plan your project.If you are tired of hearing: "how many FTEs is this project?" or "I'm going to need ANOTHER change order on my contract", let's connect.Service Provider for Federal Government (DOE, DOD, National Security, Fed Civilian), State and Local (SLED), and Commercial Clients.

PE-Backed (High Street Capital) Technology and Services Company with offerings for Finance; HCM; IT & Cyber including CMMC and FedRAMP; and Professional Services.Took over a mature team from a great SVP of Sales who stepped back to be a Sales Rep. Focused on aligning team's production to PE's 3-Year Goal of 3x Revenue ($100M). Emphasized cross-selling, upselling, and account-based targeting. Worked with a strong Channel lead to solidify partner network. Oversaw all growth activities including the direct sales team, channel, and proposal development. Cleaned the pipeline to improve forecasting and focused on identifying efficiencies across the business development process and approach.

BVGS provides a Cyber Supply Chain Risk Management (SCRM) SaaS platform and services for the Department of Defense and National Security sectors to identify and mitigate cyber and business risk events within complex supply chains.Seed-level startup 202 Group was acquired by Series C (now Series D) cybersecurity startup, BlueVoyant to establish their government and national security sector supply chain defense offering. I started with an empty CRM and two pilot projects focusing on the Defense and national security markets. I developed the ICP, sales process, and value proposition and worked with an incredible marketing team to integrate 202 Group into the BlueVoyant brand and product offering. I recruited a team of Account Executives and enablement team members who took a leap of faith into an undeveloped market (you are all amazing!) and went after it. I had a hunch that commercial enterprise sales processes would work in the Federal market and they did. The average deal size was ~$500k for pilots with an upsell to >$3M ARR. Spent a lot more time in Ohio selling to the Air Force than I would have liked (the adage, the Air Force doesn't buy from anyone that isn't in Dayton is true) but saw firsthand that just like any other market, compelling event + solution that actually helps = new customers.

Professional services organization helping Commercial and Government Contractors grow their public sector businesses. Specific client focus on Technology (Cloud, Cyber, Application Development), Telecom, and Energy (Utilities, Fossil Fuels, and Renewable Energy).Worked with an incredible ownership team. Given the opportunity to redesign the business development function to a more proactive team in the government contracting and commercial markets. Worked with a phenomenal marketing lead/team to establish KSI as the brand for proposal development including creating the Content Initiative which became a top lead generator for the company. Developed the Account Lead model to help increase customer retention/renewal and hired and trained a new team of Account Executives focused on targeting best-fit customers for KSI. Developed the first managed service and subscription-based offerings.In addition to Business Development leadership & activities, I supported the transition of KSI from the investment organization, REKOR into an independent business.

Providing standard-of-living and economic insights via a SaaS analytics platform and consulting services to Financial Services Organizations (Bank of America, Goldman Sachs), NGOs, the World Bank, and Higher Education Institutions.Responsible for international growth opportunities and brought in new customers in Australia, Israel, and Canada. Full-cycle enterprise sales responsibility including managing a team of three digital marketers to develop live and on-demand content and two Account Executives to grow our footprint across the globe.

SaaS and Analytics HCM/LMS platform created to streamline hiring processes.Hired as US employee number five working directly with the regional President and company CEO and responsible for all things business development including prospecting, presenting, systems configuration, partner building, and closing enterprise deals with a typical 12 to 18-month cycle for $3M ARR deals. Did I mention proposals? Did a lot of proposals including wins as a prime contractor and in support of nine-figure contract wins with Accenture & Deloitte.Along with Business Development responsibilities, personally migrated organization-wide CRM from Microsoft Dynamics to Salesforce including building the reporting dashboard for company leadership & investors.

Growing the PepsiCo beverage presence across the marketplace.Responsible for direct selling to assigned accounts across my territories. Directly managed 3 other sellers and 6 merchandisers (shelf-fillers). Trained all new hires on process + technology. You can't convince me that Pepsi isn't the best drink, they put me through graduate school, so I'll always be a super fan.

Independent distributor of iconic beverage brands.Field Sales role responsible for direct selling to assigned accounts and training new hires. Had enough success that PepsiCo recruited me to stop me from stealing their market share in the geographic territory. Put myself through college by selling A TON of Snapple to grocery stores, convenience stores, and restaurants.