Open to new engagements
Eleven years advising mid-market and growth-stage companies on pricing, operating model, and go-to-market — the last four independently. I work in weeks, not quarters, and I leave the client with a plan their own team can run, not a deck.
Areas of practice
Redesigned a flat-rate pricing model into three tiers, lifting net revenue retention 18 points.
Ran willingness-to-pay research across 40 customer interviews, modeled three packaging scenarios against the existing book of business, and stayed on through the first two renewal cycles to tune the rollout.
Pricing · SaaS · NRR
Read the case →Ran the 100-day integration plan across two merged clinical networks.
Built the joint operating model, sequenced system consolidation to avoid disrupting patient care, and handed off a governance structure the combined leadership team still uses.
Healthcare · M&A · Integration
Cut cross-functional decision latency from six weeks to eight days.
Mapped every recurring cross-team decision, found the actual bottleneck (unclear ownership, not process), and redrew the org's decision rights before touching a single reporting line.
Ops · Logistics · Org Design
Currently building the launch plan and channel strategy for a Q1 release.
Segmentation, channel economics, and a phased rollout plan across three regions, due to the client's board in six weeks.
GTM · Manufacturing · Active
Advise mid-market and growth-stage companies on pricing, operating model, and go-to-market strategy.
Led 3–5 concurrent engagements for private-equity-backed operating companies across ops and strategy.
Started as an analyst; promoted twice on the strength of two turnaround engagements in the first 18 months.