About
Senior B2B operator. Systems-minded. Built for ambiguity.
Based in the Greater Seattle Area. I lead demand systems where strategy, people, execution, PLG, measurement, and pipeline accountability meet.
Background
At CData, as Director of Demand Generation, I managed three Senior Managers and their teams and approved channel and vendor investment within an approximate $25K–$50K monthly range. Elsewhere I have managed global digital campaigns, co-owned a demand-generation workstream, and helped standardize campaign operations across AMER, EMEA, and APAC.
The shape of the work is consistent: ambiguous goals, multiple stakeholders, fragmented handoffs, reporting that does not answer the question, and a team that needs structure to move. My job is to make the system visible, clarify the decisions, and improve the constraint instead of optimizing isolated activity.
Selected leadership scope
Leadership is part of the operating system.
CData: directly managed three Senior Managers and their teams
CData: coaching, performance reviews, and hiring responsibilities
CData: approximately $25K–$50K monthly channel and vendor allocations
Infoblox: global digital campaign management
Nintex: helped standardize campaign operations across AMER, EMEA, and APAC
Quarterly demand-generation reporting
Leadership in practice
Decisions I owned. Teams I led. Outcomes I can defend.
People leadership
At CData, I directly managed three Senior Managers, each leading a team. Hiring, coaching and performance reviews were part of the role.
Read the leadership caseInvestment judgment
I declined renewal of a PPC vendor when downstream business evidence did not justify the commitment, redirecting investment toward a bounded test. No experiment ROI is claimed.
Read the investment caseDemand accountability
At CData, I rebuilt the enterprise ABM and demand-generation programs. SQLs grew 30% and sales pipeline 15% within six months. These role-level outcomes are not attributed to any single tactic or decision, or to how I managed the teams.
Read the demand caseThe next generation of GTM leaders will look more like systems engineers than channel specialists.
How I think
First principles, then real-world constraints. I prefer to break a complex problem into the few decisions that actually shape the outcome, then design the rest of the system to support those decisions.
I value signal over noise, especially in leadership communication. Reporting should end in a recommendation. Status meetings should produce decisions. Operating models should remove work, not add it.
I treat AI as a structuring layer for thinking, not a substitute for judgment. Used carefully, it can improve documentation, consistency, and review without obscuring accountability.
Contact
Get in touch
Open to full-time Senior Manager, Director, and Director-track roles in demand generation, growth, PLG, and GTM systems. Remote preferred; selective Seattle-area hybrid.