I build commercial systems. I write the strategy that explains why they matter. I do both at depth because builders who can't think strategically build tools nobody adopts, and strategists who can't ship code recommend things that never get built.
A commercial pricing engine across Salesforce, Django, Slack, Ironclad, Redshift, and Hightouch. Shipped from architecture to production in eight weeks. Then I made the case for the architectural rewrite that's reshaping our roadmap.
58 Apex classes, 53 Lightning Web Components, 6 system integrations. First month: $5.3M forecasted spend processed, $2.6M approved and priced, 41% auto-approved without human delay, $1.1M in revenue leakage surfaced. The full build, the architectural call, and the honest dynamic of optimizing yourself out of a job.
Read the case study →Hypothesis-driven analysis of 50 accounts. Five plays (Expand, Convert, Reclaim, Displace, Activate) that earn their way into a Capture / Optimize / Scale maturity matrix. Built as an interactive web presentation, not slides.
SVG Sankey diagrams, scroll-driven matrices, decision cards with inline micro-visualizations. Clay and Dust integration detail. Internal sharing reached 15 viewers and 93 views before the interview. Core theses: "Don't scale what you haven't proven" and "If it's not feeding a human decision, it's waste."
View the case study →An account of how a fragmented Slack-based approval process became an auditable governance system. About what changes when commercial decisions get the same rigor as engineering decisions.
~950 words. Covers the architecture without naming internal people. References Salesforce, Django, Ironclad, and Hightouch as products. The thesis: governance isn't a control layer, it's a design surface.
Read on LinkedIn →The system holds context so the human holds intent.
Truth over urgency. Calm interfaces build trust.
Config holds policy, surfaces serve judgment, automation connects both.
A platform is only as real as its second implementation.
Every recommendation cites data. RevOps should operate like a research function.
If it's not feeding a human decision, it's waste.
Senior Manager, Director, Revenue Systems Architect, or GTM Engineer at a company where revenue operations is treated as a strategic function. Remote or Scottsdale hybrid. Builder and strategist roles only.
A first conversation usually covers: what you're trying to build, what's currently broken, and whether the kind of system thinking I do is what you actually need.