Weekly notes from inside the turnarounds.
Short and medium-form. HELP in operating moves, observations from current engagements, GTM commentary.
Interim President. Fractional CRO. GTM turnaround operator.
The full bio. Twenty-five years leading go-to-market across industries, from NetSuite through the Oracle acquisition to ImportGenius. The work, the operating principles, and how HELP became the method behind every engagement.
Read the bio ↗86% of buyers prefer a seller who gets their goals, and most reps never try. The best teams use AI to do the homework so the conversation gets stronger, not more robotic.
Two thirds of buyers want no rep, and almost all of them research with AI first. You cannot out-robot the machine. HELP is how a seller gets back into the room.
When the number gets critical, most teams chase the wrong customer. The fastest revenue is usually already in the building, hiding in plain sight as frequency.
The leaders who feel calm about AI are not the ones reading the most about it. They are in a room with their peers. The science of why that works.
We get fewer conversations than we used to, and most of us are worse at them than we think. Three questions, backed by research, that change how you talk.
Knowledge got cheap and judgment did not. What changes for a leader when the answers are free and discernment becomes the whole job.
Profit is the anesthetic. It hides the stall until the stall is structural. Why healthy-looking companies stop growing, and what to look at first.
Your buyer did the research before you showed up. What consultative selling becomes when the buyer already knows the category cold.
The transition you are facing has been navigated before. What to look for in a mentor who has actually survived a change this size.
The scope, the model, and what the engagement looks like when revenue is breaking and the team needs continuity, not a search firm.
When you need part-time pattern recognition and when you need a full-time operator in the seat. The trade-offs and how to choose.
The pattern every founder-led company hits. The handoff that has to happen before revenue compounds. Specific operating moves that make the transition.
Most plans fail not because the number is wrong but because the team doesn’t believe it. Diagnosing the gap between a forecast and conviction.
What the buy-side actually looks at. Why the narrative the board sees has to match the mechanics the team is running. Preparing well in advance.
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GTM turnarounds. HELP in operating moves. What I’m seeing in the rooms where the work actually happens. No spam.