Origin Story

I didn't start in sales. I started as a builder.

My first businesses were my own — Gearhead, StoryRock, Yearbook Interactive. I know what it means to build something from nothing. To make payroll. To think like an owner because I was the owner.

That background shaped everything about how I work today. I don't think like a hired gun. I think like someone with skin in the game. When I step into your company, I take ownership of results the same way I did when it was my name on the door.

Early in my career, I noticed something that still frustrates me today: most companies have no idea why their revenue motion works. They can show you the CRM. They can show you the dashboard. They can't explain why a deal closes. And if you can't explain why, you can't repeat it. You're just hoping.

That realization became my obsession. Not just what works — but why it works. Not just activity — but outcomes. Not just motion — but progress.

I've built my career around that distinction.

What I Believe

Most companies are playing revenue theater.

They've built elaborate systems to look like they know what they're doing:

CRM hygiene as a substitute for actual selling. "Data-driven" as a way to avoid making a judgment call. Activity metrics that prove the team is busy but don't prove the work is working. Methodologies adopted like religion, followed like ritual, producing nothing.

All of that is cover. It's what companies do when they don't actually know how to sell, how to create value, how to close. It's easier to measure activity than to admit the activity is pointless. It's easier to blame the data than to make a hard decision.

I'm not against data, process, or methodology. I'm against using them as a substitute for thinking. As a hiding place. As theater.

I'm for clarity over complexity. Judgment over metrics. Conversations over activities. Doing the right things — not doing more things.

At the end of the day? It's just revenue. People connecting with people. Solving problems. Building trust. Closing deals.

How I Work

I work best when you let me in.

I'm not the guy who shows up for scheduled calls, produces a deck, and disappears. I embed. I get in your CRM, your deal recordings, your team meetings. I talk to your frontline people — not just the person who hired me — because that's where the real information lives.

The best work happens when you're willing to get real. Open the door. Let me dig in deep. Most engagements start with a problem you know about and expand to problems you didn't.

I don't separate "discovery" from "value." I deliver results while I'm learning. Quick wins anchor credibility. Bigger changes stick because the people who have to run the system helped build it.

Here's the thing most consultants won't tell you: the changes that stick aren't imposed from above. They're co-created from within. That's why I build relationships with your team, not just your leadership. That's why my work lasts after I'm gone.

I've built my career around that distinction.

What Makes Me Different

Builder first. Revenue leader second.

At heart, I'm a builder. I like to see things done well and done right. I've started companies from scratch, scaled revenue organizations from zero, and architected partnerships that became central to the business.

That builder mentality shows up in everything I do. I don't advise — I construct. I don't observe — I get in the work. I don't hand off a plan — I build alongside you until the machine runs on its own.

Most fractional CROs come from pure direct sales backgrounds. They can build an SDR team and run a pipeline review. Ask them to structure a channel program and they're lost.

My career has a different throughline. I've built partner programs that became the primary revenue engine. I've integrated ecosystem strategy with direct sales at the regional and global level. I've architected enterprise partnerships that transformed how companies went to market.

Most companies treat ecosystem and direct as separate tracks — sales team over here, partner manager over there, maybe some channel conflict, definitely no shared playbook. I integrate both. Because that's where the real leverage is, and most companies don't even know they have that problem.

What I Learned

A few things I've come to believe.

The People Part

I'm driven by the success of others.

The work I'm most proud of isn't the revenue numbers — it's the people.

Former teammates still call me when they hit roadblocks. Peers reach out for advice and support years after we've worked together. That's not because I had all the answers. It's because I invested in them, told them the truth, and helped them get better.

My success has always been tied to the success of the people around me. That's not a line — it's how I'm wired. When the people I work with win, I win. When they grow, I grow. Building people up is part of how I build everything else.

Personal / Beyond the Work

A little more about me.

I live in Utah with my wife, Sandra, and five kids. Family is the anchor — it's why I do what I do and how I make decisions about what's next. If you can't get me on a call, I'm probably boating, pulling a wake surfer.

I'm building It's Just Revenue as more than a consulting practice. It's a content engine, a point of view, a place where I share what I've learned about what actually works in revenue — and what doesn't. The goal is to give something back while building something that matters.

If you've read this far, you probably have a sense of whether we'd work well together.