Most post-Series A founders and CEOs have already tried to build one: a generalist business development hire who signed a few one-off deals with no system behind them, a consultant who left a framework nobody executed, or a six-figure sales hire brought in before the motion was proven. Some just stay on every deal themselves. Either way, that is not a hiring problem or a closing problem. It is a structure problem, and structure is what I fix.
You cannot scale sales until you have validated distribution. More headcount just makes an unvalidated motion more expensive.
A 2-week assessment to find missed revenue opportunities and the next best growth levers.
Best fit Founders who need help to uncover low CAC revenue opportunities and visibility into where their revenue comes from today and where it needs to come from tomorrow.
A 4–6 week sprint to design the right revenue motion and a plan the team can execute.
Best fit Founders who need custom pitches and deal architectures for a curated partner target list.
I build the channel and run it with you, month over month: sourcing partners, structuring the deals, and getting them producing revenue. Most companies I work with have nobody who owns this yet.
Best fit Founders who need someone to come in and own BD/Partnerships and train/develop the team to run the engine.
Most companies start with the Revenue Diagnostic.
| Shape | Best fit | You end up with | |
|---|---|---|---|
| Start here Revenue Diagnostic | 2-week fixed engagement | Founders who need help to uncover low CAC revenue opportunities and visibility into where their revenue comes from today and where it needs to come from tomorrow | An opportunity map and executive readout: the problem named and prioritized |
| Then Growth Design Sprint | 4 to 6 week fixed engagement | Founders who need custom pitches and deal architectures for a curated partner target list | A commercial model, targeting, and a 90-day roadmap the team can execute |
| Retained Retained Partnership Leadership | Monthly retainer, 6-month minimum | Founders who need someone to come in and own BD/Partnerships and train/develop the team to run the engine | Partners signed and producing revenue, and a team trained to run it |
Each engagement stands on its own. Most companies work through them in order, but you can start anywhere and stop anywhere. The free 30-minute discovery call comes first either way, and it is where we figure out which one is the right fit and what it costs.
I built $40M in partnership ARR at TaxAct and helped enable 54+ countries during Twilio hypergrowth. I combine business development, GTM strategy, corporate finance, and cross-functional execution to fix revenue problems that cut across strategy, economics, product, legal, and delivery.
The engine behind that work is PROS, my Partnership Revenue Operating System: a structured way to package what I do so it runs without me in the room.
I take no referral fees and I do not take kickbacks from third-party software vendors, so there is nothing pushing my recommendation toward a bigger engagement than you need. If partnerships is not the right channel for you, I will say so.
A VP of Sales hire costs $250,000 or more a year and a year of runway to find out whether the motion even works. The Revenue Diagnostic finds that out in two weeks, for a fraction of the cost, before you commit to the headcount.
No pitch. We talk through where revenue is being missed, what is likely causing it, and whether there is a reason to go further.
A structured engine powers the work, and the value stays with you:
Before the operating system starts, leadership decides whether the right answer is build, buy, or partner. If the answer is buy, an operator M&A lens tests the deal thesis. If partnership is not the answer, the system does not start.
Once the answer is partner, the seven core modules run in order. Two support modules, 08 and 09, can be called at any point.
Core Sequence
Find the revenue opportunities that deserve attention before the team wastes time on weak targets.
Explore module →Build the business case from the other side's incentives instead of leading with your product story.
Explore module →Design the commercial structure, economics, and ownership logic before the contract starts lying for you.
Explore module →Set up the partnership for success with activation logic that withstands friction across product, legal, finance, marketing, and customer success.
Explore module →Pressure-test the economic case so the channel can survive finance review, not just CEO enthusiasm.
Explore module →Map where leverage sits in the market and where non-obvious revenue opportunities can compound faster.
Explore module →Build the internal story that keeps the revenue motion funded, protected, and understood by leadership.
Explore module →Support Modules Call on demand. Not steps in the sequence.
Use AI where it sharpens signal, speed, and decision quality instead of turning the work into shiny nonsense.
Explore module →Name the stage the program is really in, concentrate effort on the partners that drive the value, and tie incentives to performance.
Explore module →Every engagement above runs on PROS. If your team wants the architecture without the retainer, PROS interviews them, pressure-tests the assumptions, and hands back the shortlist, pitch, and deal structure. If they would rather have it run for them, that is what the engagements are for.
Real operating outcomes from prior engagements, documented with scope, impact, and what changed inside the business.
Case study 01
Secured five multi-country telecom contracts that extended Twilio's platform to 54 countries, unlocked a $10B+ market opportunity, and anchored the $70M Series D. The resulting Super Network powered the masked communications Uber and Airbnb used to scale globally.
Review case study →
Case study 02
Scaled partnership revenue from $300K to $40M ARR, built a 15-person cross-functional tiger team, and turned partnerships into the second-largest revenue stream.
Review case study →Also documented: Payment partner upgrade at TaxAct (PayPal/Braintree), 18% lower fees, 12% higher checkout conversion, $4M+ incremental revenue →
Practical thinking for CEOs, founders, and revenue leaders on stalled growth, partnership economics, and the execution realities that make or break the BD function.
The most expensive mistake post-Series A founders make: hiring a senior sales leader to run a machine that does not exist yet. Fix the channel engine first, then hire the army.
Read on LinkedIn →Hiring an expensive sales leader before you have a repeatable way to generate demand is one of the fastest ways to burn a round. Build the system, then hire the people to run it.
Read on LinkedIn →Skip the vendor fiction about 85% cost savings. A real business case is partner CAC 34% lower than paid media and LTV up 44%: numbers you can run through a model and defend to the board.
Read on LinkedIn →It is a structured service business powered by a proprietary system. Buyers engage for outcomes, support, and implementation. They do not buy a transferable product license.
Clients receive the outputs, recommendations, plans, and live support generated through PROS. They do not receive the underlying trade secret, prompt architecture, or internal decision logic as a transferable asset.
No. RevOps makes the machine you already have run better: pipeline, routing, and the CRM. PROS decides which new machine to build. Should you enter a new vertical? Partner with this company or buy it? RevOps is not built to answer those questions, and it should not have to. For a revenue strategy team, PROS is the partner and market-entry lens that goes with what they already do.
You can get a list from ChatGPT. You will not get a list that knows your margin floor, throws out the cool idea that fails the CFO's smell test, checks who paid for a competitor's proof, and tells you which of two rivals to pitch first for leverage. The model is the engine. PROS is the judgment about where to drive. Run it both ways and compare.
No. I work the operator side of deals: whether a thesis is true, how to test it before you buy, and how to make it pay after close. I do not value companies, price deals, or structure financing. Bankers, lawyers, and accountants own that, and I will say when a question belongs with them.
Usually right alongside them. A VP of Sales owns a quota and a team. Partner-sourced revenue is a different motion with different economics, a longer ramp, and dependencies across product, legal, and finance that no sales leader has time to run on top of the number. I build that motion so it hands off cleanly to the team that already exists. If your VP of Sales is the person who should own it long term, then the work is to get it stood up and transferred to them, and I will say so.
Then I tell you that, on the discovery call if it is already clear or at the end of the Revenue Diagnostic if it takes real work to establish. It happens. Some companies have a pricing problem, a retention problem, or a positioning problem wearing a partnerships costume, and bolting a channel onto it makes the underlying issue more expensive. I take no referral fees and I do not take kickbacks from third-party software vendors, so there is nothing pushing the recommendation toward a bigger engagement. A short, clear no is a better outcome for both of us than a project that cannot work. The Decision Framework is the structured version of that call: build, buy, or partner, decided before the system starts.
When revenue growth feels slower than it should, when channels are not compounding, when deals stall after initial excitement, or when internal teams disagree on where growth should come from next. The call is free and there is no obligation attached to it. It is 30 minutes to establish what the problem is and whether I am the right person for it.
Yes. That is often the right setup. The work is designed to complement existing product, finance, GTM, and leadership teams rather than pretend one advisor can replace all of them.
No pitch. A direct conversation about the revenue growth problem in front of you, what is likely causing it, and which engagement makes sense if there is a fit. Paid work starts only after this call, once we both know what we are solving.