Part owner of a GABF (Great American Beer Festival) award winning brewery and the associated canning operation.Mostly I taste test (by far the best part of being in the beer business), but occasionally help out with festivals and growth strategies strategies.Check us out if you are ever in Denver. We are located in Highlands Ranch/Littleton and distribute across the Colorado.

Building and executing go-to-market strategies, including hiring and training personnel, for healthcare SaaS companies.

GYANT acquired by Fabric Health in January 2024•Responsible for migrating GYANT customer base to Fabric systems and processes, as well as introducing other Fabric products to GYANT customers•Building out new Partnerships program and team

GYANT was acquired by Florence Labs in January 2024.Recruited by GYANT to build sales and marketing teams (no sales resources existed prior). Reported to CEO of Series A startup (acquired by Fabric) selling AI-powered diagnostic solutions to healthcare with total responsibility for revenue, marketing, customer, and medical team operations. Started from as a team of one and now manage 20+ people.•Asked to be interim CEO in 2022 so CEO could enjoy parental leave. Returned to normal role in 2023. •Responsible for customer-facing and operational functions, including revenue generation, revenue recognition/implementation, customer support and success, marketing, and medical team operations with teams in the USA and Europe. Cut personnel costs by 40% to prepare for acquisition while maintaining revenue growth, limiting churn, and ensuring patient safety. •Own all revenue generation and recognition activities. In first year annual recurring revenue grew 9x ($250,000 to $2,400,000). Doubled contracted annual recurring revenue in second year ($5,000,000+). Both were pandemic years. Increased revenue again during 2023.•Personally closed all but two of the 20+ deals. •Brought company into retail market by designing products for and then closing Walmart.•Brought company into payor (health insurance) market by designing products for and then closing Highmark BCBS.•Developed prospecting approach and hired Head of Business Development to execute.•Wrote sales forecasting methodology; cleaned up millions in inappropriate funnel and revamped CRM.•Played key role in Series A fundraising and company sale.•GYANT selected for AWS Inaugural Startup Accelerator 2021

Coach at various levels of youth rugby for three organizations in Littleton and Highlands Ranch. Last coaching role was at high school level working with backs. I pretty much know nothing about being a forward.

SaaS model matching primary care clinicians with specialty physician for help with complex cases (aka e-consults). Recruited to build sales team (no sales resources existed prior) after consulting for four months. Reported to CEO of Series A firm with total responsibility for all revenue efforts. Managed team of seven, but buildout of proposed team of 20 was significantly limited due to funding constraints.•Responsible for all sales activities. In less than one year company’s annual recurring revenue tripled. After five quarters revenue based on committed deals was 4x Day 1.•Key wins: Molina, Blue Shield of California, United Healthcare, Cigna, Boston Children’s Hospital, University of Colorado Health•Closed largest deal in company history with ARR larger than all previously existing customers combined (Molina Healthcare).•Developed prospecting approach and hired Head of Business Development to execute. Gross real pipeline quadrupled in seven months.•Re-engaged previously dead, but signed, customers to generate $100,000+ in new revenue.•Wrote sales forecasting methodology; cleaned up millions in inappropriate funnel and deployed new sales automation tool.•Assisting with fundraising.AristaMD’s eConsult Platform provides solutions to empower primary care providers with clinical workup checklists and the ability to conduct electronic consults. Designed to seamlessly integrate into clinical workflows, the platform allows payers and providers to quickly and cost-effectively launch specialist eConsults using their own specialists or those provided by AristaMD’s board-certified panel of specialists. The solution has proven to deliver cost-effective, timely access to specialty care through eConsults, significantly reducing the need for face-to-face visits. Committed to driving better health outcomes, AristaMD partners with healthcare stakeholders to ensure their success in the transition to value-based care.

mPulse was a startup which has since exited. SaaS model providing SMS-based intelligent messaging for providers and payors. Recruited to Series A firm to build and run all customer-facing efforts. Reported to CEO as third line manager of New Logo Sales, Account Management/Upsells, Customer Success, Implementations, Technical Assistance, Sales Engineering, Sales Operations, and Outbound Calling teams – managed 30+ people in 50 person company. •Responsible for all customer-related activities. During tenure the company's annual recurring revenue doubled, and improvements were realized in margin, deal term, and contract size (ACV).•Key wins: Regence/BCBS Oregon, Kaiser Permanente, BCBS Washington/Premera•Closed the two largest deals in company history (Regence/Cambia, Premera), one of which exceeded $1,000,000 ARR.•Built an all-new vertical-based go-to-market strategy, and staffed the new organization, including all leaders (hired 10 people).•Wrote prospecting guide to help reps; overall funnel tripled. Built/hired internal cold calling team to further drive funnel.•Implemented a churn mitigation program focused on account scoring, proper leadership, and upsell/renewal planning. •Built Sales Engineering team and hired three full time engineers to support sales and account management activities.•Wrote discovery guides by vertical to help reps ask the right questions to build credibility and a meaningful value proposition.•Standardized pricing and built cost model to understand deal weak points and maximize profitability. mPulse Mobile’s healthcare solutions are based on a simple concept. Effective healthcare communications lead to higher engagement and activation. We offer a blend of data science, mobile messaging workflows and dedicated account management with a HIPAA-compliant, enterprise-grade platform to deliver solutions that help consumers engage in their health and wellness.

Recruited from Oracle to rebuild and run all sales efforts for Series B (now exited) SaaS company selling workflow automation and messaging into healthcare vertical reporting to CEO. Reporting teams as second and third line manager included Enterprise and MidMarket Sales, Channel, Sales Engineering, Integrations, Demand Gen, and Sales Operations (30+ people in 150 person company). Happy to share dollar amounts and logos on request.• Responsible for all revenue-related activities at TigerText, a leading secure messaging provider in healthcare. During tenure the company's Annual Recurring Revenue tripled (3x MRR versus Day 1).• Developed aggressive and systematic account management techniques to lower churn to the low single digits. The strategy also resulted in almost 1/3 of total new revenue coming from upsells. • Rebuilt the entire sales organization, including quotas, territories, compensation, sales training, policies/procedures, Salesforce.com implementation, channel program, and demand generation resulting in new logos, upsells, and 95% enterprise renewals.• Hired an almost entirely new sales and management team (15+ people) turning over all but one key management position.• Rebuilt and staffed channel program to focus on high delivery partners (CDW and Verizon) and generation of partner-referred opportunities. Partner-referred opportunities increased 400% in two years.• Actively engaged in non-Sales departments providing input and direction for Post-Sales Consulting, Implementation, and Customer Care.• Key contributor to Series C fund raising process.

I help organizations improve their customer experience and better serve their customers. My expertise is in cloud and on-premise solutions for web customer service, contact center, and social customer service.Recruited from ShoreTel to be the nationwide leader of the Healthcare and Life Sciences vertical selling Customer Experience, CRM, and Service Automation software (including SaaS/cloud/on-demand and premise).•More than doubled Year over Year revenue in vertical.•Wrote and deployed prospecting pitch plan for Provider vertical with input from Product House, Marketing, and sales reps. No vertical specific content existed previously. Using pitch plan as part of broader Demand Generation cadence tripled quality funnel in less than two quarters. •Created clear path for multiple reps to make quota; only one rep had made a quarterly quota in previous four quarters. No one in organization made annual quota in previous fiscal year.•Overhauled organization structure, leadership, and talent to better align to markets, drive sales, and replace underperforming team members.Installed new forecasting and deal review disciplines driving more accurate views of quarterly opportunities and attainment.

Asked by CEO to turnaround underperforming European sales teams. Relocated by company to London. Named “Sales Leader of the Year” for FY13.•Led teams that delivered five straight quarters of growth, including 26% year-on-year revenue improvement.•Overhauled lead generation via inside and outside resources to focus on larger opportunities resulting in better leads for less money.•Installed large deal discipline resulting in incremental revenue and new closed logos previously thought unattainable.•Revamped forecasting and funnel management process achieving 5% forecast accuracy.•Signed new and energized existing resellers, especially in the UK and Spain, to deliver incremental revenue in each country.•Developed and delivered local rep training program focused on improving selling skills and product knowledge.•Led company’s top performing Sales Manager (FY12) and Major Account Rep (FY13); sent six of seven UK reps to President’s Club (FY13). •Built new country-specific promotions directly addressing competitive threats and macroeconomic conditions driving revenue growth.•Asked by VP of Sales to lead company-wide team chartered to create a high performance sales culture.President’s Club winner.

Recruited by Head of Service Providers while at XO to built and manage national sales team. Owned revenue, margin, and personnel for telecom manufacturer’s largest resellers (CenturyLink and Windstream). •Grew revenue and margin by 200%, making carrier ShoreTel’s largest global reseller.--Created and launched ShoreTel-based managed services offering.--Streamlined processes resulting in a larger funnel and faster quote-to-cash.--Doubled carrier sales rep participation rates through outreach, education, SPIFFs, and process streamlining.•Brought large deal discipline to team and helped close several logos, including second largest PO in company history.•Built and executed program to raise carrier customer satisfaction to best of ShoreTel carriers.•Assisted carriers build a ShoreTel support program greatly increasing margin and commitment to ShoreTel.•Successfully launched Legacy CenturyLink and delivered fastest ever revenue ramp for a new ShoreTel carrier.--Developed and executed training plan, including personally training 200+ reps and SEs.•Developed and executed joint marketing plan, including customer events, direct mail, and outbound calling.•President’s Club winner in first eligible year.

Recruited from Avaya to own Profit and Loss responsibility for $48MM SoCal operation (second largest US metro area). Directly accountable for revenue growth, EBITA improvement, new logo acquisition, customer satisfaction, and operational efficiency.•Improved new sales by 50+% and doubled average new sales per rep by creating and deploying: Regular, consistent, and accountable sales management system; Market-created Rep training program based on continuous improvement of rep’s skills, knowledge, and abilities; Streamlined pre-sales engineering engagement process; Large account acquisition program; Phone prospecting initiatives.•Raised Total Billed Revenue through increased sales, faster quote-to-deployment, focus on customer retention, and improved enforcement/collection of owed monies.•Top General Manager in US for first four months of 2010 (last four months in role) based on sales and P&L performance.•Teams included: Sales (Hunters and Farmers), Order Entry, Customer Care, Outsourced Telemarketing, Operations.•Negotiated and closed several strategic opportunities, including the largest Market deal of the year.•Replaced three-fourths of sales team – New staff reflected changed focus on complete segment coverage (Small/Medium, Mid-Market, Enterprise), rather than just Small/Medium.•Led multi-million dollar network infrastructure improvement projects.Eliminated or transferred several legacy low margin customers improving Market profitability.

Recruited to Fortune 500 company from consulting firm. Spent eight years in various leadership roles. Focus during tenure was building new teams and transforming poorly performing organizations. Widely recognized as an “all weather pilot” able to fix trouble spots. Consistently ranked in top ten percent of peer group for performance and employee satisfaction scores. Asked by Services business unit leader to be chief technology advisor (5,000+ employees). Principle thought leader driving Services, Finance, and IT to merge multiple objectives into deliverable technology. Responsible for designing and deploying scalable and cost-effective technology solutions. Directly improved customer satisfaction and reduced costs through process and technology optimization. Supervised 200+ employees. •Enabled migration of customers from phone-based support model to web self-service support model via design and deployment of $30MM+ integrated, global application suite. Generated ROI is in excess of $67MM for portfolio.•Delivered high-value, high-visibility projects on time and on budget with aggressive vendor negotiation, scope management, and ruthless execution. Projects included: Siebel CRM, Avaya Contact Center, ServicePower and Servigistics, NICE, Knova, Blue Pumpkin, BEA.•Owned IT relationship with Central/Latin America leaders – Ensured projects have a global perspective and accountability, including priority management, project delivery, and SLA-assurance. •As leader of corporate-level initiative, enabled or executed the offshoring of several hundred high-cost-geography employees saving millions without impacting delivery.

Internally promoted to lead nationwide force of four sales managers and 40+ territory reps to deliver $300M+ in revenue. Transformed poor performing sales group into profitable revenue generation team. Consistently grew quarter-over-quarter revenue by 10%. •Increased revenue and margin through selection of new, and elimination of ineffective, channel partners and distributors. Improved margin via changes in expense and discount management.•Improved revenue and team efficiency by completely redesigning national sales coverage model. New model optimized direct reps, inside sales, channel partners, and System Integrators. •Successfully recruited sales personnel from top-tier companies. Hired, mentored, and groomed high-potential talent resulting in five reps promoted into sales manager positions in two years.•Repeatedly led peer group with highest percentage of reports exceeding quota and attending Achiever’s Club.•Earned Achievers Club (President’s Club – International Sales Recognition Event) in two of three years.

Built vertical-specific national partner program and staff from ground up. Program doubled revenue in one year to $36MM. •Developed partner stratification program with varying incentives and support based on partner skills, expertise, coverage, and sales. Program included rebates, lead generation initiative, Federal/State contract usage, and joint marketing efforts.•Negotiated channel coverage model with vertical’s direct sales team. Found partners to fill coverage gaps via channel program.

After spinoff from Lucent Technologies, developed new company’s global go-to-market sales strategy and coverage model, including design of sales roles, compensation plan, quota setting, and organization structure. Led change management team that deployed new model—composed of sales and functional leaders. Actions saved millions in redundant expense and increased revenue.•Led and participated in corporate and Sales level initiatives to reduce costs, such as sales crediting guidelines, grey market, and reverse logistics resulting in significant expense reductions.•Accountable for inspecting results of the global sales organization’s strategic objectives, including territory plan inspection, account reviews, and customer visits and interviews.