Most of my career has run on mandates. A company hits a point where the next stage of growth won't come from doing more of what already worked, and someone has to build the engine that gets it there. That's the work I'm good at, and it's the work I've chosen.
It means my resume reads shorter per stop than a career-track executive's. That's the trade.
What you get instead is someone who has done the first ninety days six times and doesn't need a year to find the leverage. I come in when something needs to grow, I build it, and I hand it over in better shape than I found it.
Right now I'm building P³ capital-efficiently and looking for the right full-time seat alongside it. If that seat is in sports, better. If it isn't, the work is the same.
Owned the commercial side of a performance paddle brand competing against category incumbents. Built the custom and white-label channel from zero to 22% of revenue in eight months, rebuilt the ambassador program into owned distribution at 17%, and held total expenses 28% under plan while restructuring go-to-market. Diagnosed the company's core constraint as product-market fit rather than demand generation, and redirected spend accordingly.
Building P³, a coaching platform for pickleball. Concept to live waitlist solo — product, brand, go-to-market, and early demand. Built capital-efficiently.
Embedded with CEOs across SaaS, consumer products, and professional services. Built a go-to-market model for a client operating without repeatable structure — ICP, pricing, and pipeline architecture — generating qualified pipeline equal to 30% of the company's annual revenue. On the founding team for the firm's AI practice.
Owned revenue across sales and marketing. Rebuilt the end-to-end customer journey from awareness through onboarding, and built the internal process required to scale it.
Ran two national membership organizations and the media business around them through the pandemic disruption to live events. Navigated an event-driven business from COVID losses back to profitability.
Defined scopes leading growth strategy, organizational transformation, and go-to-market build-outs — Gratitude & Grace Consulting, Listeners On Call, Navint Partners, Ministry Brands.
Hired and developed the team and installed the systems that grew MRR more than 100% and ARR more than 300%. Managed financial due diligence and post-close integration through the sale to Ministry Brands.
Ran day-to-day operations for the full inbound and outbound sales organization plus go-to-market for new product launches. Led annual ARR increases of 100% and expansion into multiple new markets.
After we lost our daughter Taylor in 2010, my wife Tara and I founded a national organ-donation nonprofit — from a standing start, with no outside investment and no grants. I secured national consumer brand partnerships as an unproven founder, including Nike and OPI, converting retail collaborations into awareness the budget could never have bought.
Fifteen years on, Taylor's Gift operates across 47 states, delivers free grief support to donor families, and was named D CEO Nonprofit of the Year in 2025. It was NYU Langone's Organization of the Year, a People Magazine "Heroes Among Us" story, and a co-authored book that won Most Inspirational Book at the Books for a Better Life Awards.
I'm still on the board. That's the part I'd point to — not that I started it, but that it works without me.
I take on a small number of advisory and consulting engagements each year. Usually a founder or CEO with a revenue problem that isn't really a revenue problem — a go-to-market motion that won't repeat, a sales function without a leader, a channel strategy that's guessing.
Scoped to a defined problem and a defined term. If it's a fit, it's obvious inside one conversation.
