You can’t grow if your customers are quietly walking out the back door. At Porch Group, I adjusted lead delivery based on contractor feedback—fewer but better leads, custom-matched to their target projects. We lost a few short-term upsells but retention improved by 35% and those clients became referral engines. I always weigh growth against long-term trust.

I don’t wait for a meeting. At Compass, a new ABM campaign landed flat—no conversions. I immediately audited the ICP, rewrote the messaging, and rebuilt the outreach plan. Within two weeks, we had a 45% increase in qualified leads. My instinct is to solve first, then analyze what went wrong.

Ownership means doing what needs to be done—title or not. At Avvo, I was an AE who rebuilt onboarding docs, optimized our CRM flow, and mentored new hires. That wasn’t “in my role”—but it drove results, grew the team, and led to me being named #1 Sales Employee of the Year. I don’t just show up—I invest.

I build for reps, not reports. At Showdigs, we had fragmented tools, inconsistent messaging, and zero standardization. I built a unified playbook: outreach cadences, talk tracks, templates, reporting dashboards—all in one hub. It cut ramp time by 40%, boosted productivity by 35%, and got buy-in because it actually worked for the people using it.

I give people clarity, ownership, and tools to win—and I stay in the trenches with them. At Better.com, instead of adding headcount, I boosted rep productivity by 22% through automations, lead routing improvements, and better follow-up logic. High standards aren’t about pressure—they’re about being relentless with priorities, not with people.

I treat growth like a pipeline—always active, never finished. I’ve learned as much from watching recorded calls as I have from revenue architecture frameworks. Whether it’s trying new objection handling formats or studying what top reps are doing, I’m constantly evolving. Coaching works both ways. If I’m not improving, I’m in the way.