Growth Consultant
I show companies how to scale revenue.
What kind of work do I do?
Some consulting firms specialize in identifying which elements of a business need to be taken apart for a complete renovation—and then they leave you to do the demo work yourself. My process is different. I help companies identify for themselves the fundamental characteristics that separate them from their competitors and how to pay attention to the details that matter for scaling sustainable growth.
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That relationship generally takes one of three forms. For some clients, I operate as a coach/consultant for the CEO. For others, I work as an adjunct Chief Growth Officer or execute a project-based assignment that helps your organization implement a detailed strategic and operational plan.
Who am I?
Before starting my consulting firm in 2018, I was responsible for various successful expansions in industries as varied as information technology research, private aviation, and media. As the U.S. sales and operational lead at Gartner, I led sales and customer service teams and the vetting and acquisition of 28 companies that helped grow Gartner’s revenue eightfold. During my four years leading Marquis Jet Partners’ sales team, revenue grew from $135 million to nearly $500 million. And as Chief Growth Officer at Boston Globe Media, I built a sales structure that supported the company’s transformational move to a primarily digital future while navigating the complexities of an entrenched legacy culture.
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In addition to my professional work, I’ve been an adjunct professor at Babson College since 2003, teaching entrepreneurship, management, and leadership courses. I graduated from Babson with a finance degree and earned an MBA from Harvard Business School.
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The strategies and techniques I use have been developed through the 30 years I spent helping those organizations succeed and my experience as an entrepreneur and founder of a marketing and communications company. I know how important it is to seize opportunities, show sales velocity, and satisfy investors—and what the primary, visceral responsibility of making payroll feels like.
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My roots in sales are literally and figuratively organic. I learned the lessons of hard work, customer obsession, and entrepreneurship on the back of my father’s produce delivery truck. He was obsessed with providing what some would consider essential customer service in an irreplaceable way.
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How do you make a difference for the customer?
Care about their business and anticipate their needs; it's about the little things.
You could toss the produce boxes off the truck and leave them on the loading dock.
Or, you could bring the produce into the refrigerator and set it up for them.
Why?
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Because if they ever left over price, they’d quickly notice the loss of service and your partnership. The thing that was far more important than they realized. The differentiator creates a moment of truth for every business and every customer.
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I help my clients discover these moments of truth.
