My story

Brick by Brick.

That’s how I built my experience.
It’s how I approach the work.

I worked my way up from the front lines of sales. Making calls. Learning to ask better questions. Hearing no, earning trust, and figuring out how to move a conversation forward. Before I was responsible for leading people, I was learning what it took to do the work myself.

Each new responsibility added another layer. Selling became leading salespeople. Leading teams became developing managers, building processes, and working across the departments that influence whether a sale ever happens. I learned by doing, asking questions, and seeing firsthand what helped people succeed and what got in their way.

That’s what brick by brick means to me. Every role added something to the foundation. Today, when I look at a sales operation, I bring those different perspectives with me.

I’ve seen people become successful in sales and grow into responsibilities they once weren’t sure they could handle. I’ve also seen teams struggle, changes fall short, and businesses close. Those experiences stay with you. They shape what you notice, the questions you ask, and the responsibility you feel when people are counting on your leadership.

The whole operation affects the sale

We naturally pay attention to the sales conversation: the questions, the presentation, the objections, the close. We also notice the energy of the team and the confidence of the person making the call.

I pay attention to what surrounds those moments, too.

How did the lead get there? What did the marketing lead that person to expect? Does the rep have the right information? Does the technology make the next step easy? Who owns the follow-up? Does the manager have enough visibility to recognize where someone needs help?

These are often the less glamorous parts of sales. They’re also where I’m willing to get into the details. A confusing workflow, an incomplete handoff, or a tool that adds unnecessary work can affect a good salesperson’s ability to do the job. Training can lose its value when the systems and expectations around it don’t support what was taught.

I’ve seen what happens when those pieces fall out of alignment. People work harder, frustration builds, and opportunities slip away. The problem may show up in the sales numbers even though its source sits somewhere else in the business.

That experience taught me to look beyond the most visible symptom.

Starting with the people leading the business

I like getting involved firsthand. I want to understand the work as people actually experience it, including the awkward steps and workarounds that may never appear in a report.

I start with the owner, sales leader, or designated point of contact. We review the available information and agree on which leaders and departments to involve, and when. If we need front-line insight, we involve those team members afterward, with a clear purpose and leadership’s agreement.

Every business has its own history, resources, personalities, and timing. Something that worked elsewhere may need to work differently here. Understanding those differences is part of the job.

Together, we can decide what needs attention, what should stay, and how to bring the pieces into better alignment without changing everything at once.

Building something people can believe in

Some of my most rewarding work has involved bringing structure to an operation while helping the people inside it develop. That might mean clarifying roles, creating useful training, improving a sales conversation, simplifying a workflow, or helping a manager learn how to coach with confidence.

I enjoy connecting those pieces. A clearer process gives training somewhere to land. Useful technology helps people follow through. Consistent leadership gives the team direction and support.

Then you begin to see it in the people. A rep finds their footing. A manager can see where help is needed. The team understands the plan and starts moving together.

That’s where my energy comes from. I want people to feel equipped to contribute, recognize their progress, and take pride in what we’re building.

Why I do this work

I’ve learned that I find the most fulfillment working with people who want to improve things for themselves, their team, and their business.

Sometimes they need an outside perspective. Sometimes they need someone to build alongside them. Sometimes they need a leader who will stay involved and help carry the work forward.

I’m open to the role that makes sense for both of us. We start by understanding the situation, being honest about what’s needed, and deciding together how I can help.

I built my experience brick by brick. Today, I bring that same care and commitment to what we build together.

Explore how I can help

Experience in action

Two businesses.
Work that made a difference.

Build / Develop / Lead

Building a sales operation
through growth and acquisition

A business preparing for its next chapter

I joined a sales operation whose owners wanted to grow revenue, strengthen the business, and position it for acquisition. My role was to help build the team and sales structure to support that ambition.

Then COVID changed the assignment. We were down to five appointment setters, alongside the remaining closing and support staff, with a team to rebuild.

Building the team and the support around it

I got involved across hiring, onboarding, scripts, call reviews, reporting, and the daily rhythm of the sales floor. I connected business goals with individual goals, brought energy and direction to the team, and helped managers develop their own approach to coaching and accountability.

That meant working alongside managers on how to give useful feedback, recognize progress, address problems early, and help their own people develop. Over time, the SDR organization reached a peak of 44 reps, with three managers reporting to me.

Leading through a new set of challenges

When the business was acquired by Rectangle Health, I stayed through the transition. That brought more departments, additional layers of decision-making, and different expectations for how work got done. We had to coordinate across the larger organization while keeping our teams focused, supported, and productive.

My work evolved with the business. Rebuilding the operation required hands-on structure and leadership. Leading through acquisition also required navigating new relationships, aligning processes, and helping people adapt without losing their sense of direction.

A sales operation has to work for the people inside it and the business around it, including when that business changes.

Diagnose / Connect / Improve

Turning missed connections
into sales opportunities

Finding the gaps between the moving parts

The business had plenty of moving parts: appointment setters working across four countries, outside sales teams, and installation partners responsible for delivering the final product. With months between the first conversation and revenue coming through, every handoff mattered.

What was missing was a reliable way to keep those pieces connected. Leads weren’t clearly organized, important stages went untracked, and promising opportunities could lose momentum without anyone knowing who should act next.

Making the process work for the people using it

I got into the work myself, making calls, asking questions, and following the customer’s path through the operation. That revealed where better tools, clearer responsibilities, and more focused coaching could make a difference.

I helped reshape the process with meaningful lead categories, trackable stages, and clear ownership at critical handoffs. A dedicated verification role strengthened appointment readiness, while separate follow-up and recovery responsibilities helped keep opportunities moving. We also created a path back for interested prospects who had slipped through the gaps, turning recovered appointments into sales.

Giving the new habits a reason to stick

To help the new habits stick, I brought games, friendly competition, and hands-on practice into coaching. Meetings became events people looked forward to: a chance to sharpen a skill, tackle a challenge, celebrate a win, and leave better equipped for the next conversation.

Reps returned with stories of putting the training to work and earning more commission. That connection between learning, confidence, and personal success gave the changes momentum.

Seeing the work pay off

Within two months, the impact was visible across the operation. Reps were earning more, owners were seeing more revenue, and dependable, straightforward systems made the work easier to manage. The excitement came from seeing everyone’s effort pay off.

With a more organized operation and a team ready to support it, the business took on additional partners and expanded into more states.

That’s the work I enjoy: finding opportunity in the overlooked details, helping people succeed, and building the structure that gives a business confidence to take its next step.