I help established B2B companies figure out what’s holding back growth — and what to do next.
Sometimes it’s the market. Sometimes it’s sales, hiring, pipeline, partners or management. I help leaders get clear on the problem, make the change and see whether it works.
Don’t add more until you know what needs to change.
A company can have a real market, good people and a clear growth goal and still miss. The customer definition may be too broad. Sales coverage may be off. Managers may be holding different standards. The pipeline may look busy without being real.
That’s where I’m most useful. I get close enough to understand what is actually happening, then help fix it. Sometimes the answer is another hire, another tool or a new market. Sometimes it is simply making the current model work better first.
I’ve seen what good looks like at scale. I also know you can’t copy and paste it.
I’ve spent more than 20 years in sales and go-to-market roles across Apple, AWS, the American Red Cross and growth-stage operating environments. I’ve built teams, opened new markets, changed sales motions and had to make the numbers work when the obvious answer wasn’t more headcount.
Those companies taught me a lot about customer segmentation, sales coverage, manager cadence, hiring and performance. They also taught me that process is only useful if it makes the work better. Smaller companies do not need an enterprise-sized version of everything.
Plain Sight is where I bring that experience to established companies facing a real growth decision. I don’t show up with a big-company playbook and force it into a smaller business. I help build what makes sense for the people, budget and time you actually have.
A few examples of the work I’ve actually done.
The companies and markets have changed. The pattern has not: figure out what is keeping the team from moving, make the problem clear and fix it with the people already there — or the hires that are actually needed.
The opportunity was real. The growth motion was not there yet.
I’ve helped build new customer, market and sales motions from the ground up: who to pursue, how to reach them, what has to be true to win and what needs to work before the business scales it.
We had less selling capacity. The number still had to move.
At AWS, I led through a major reduction in selling capacity while ARR pipeline creation increased. We got much sharper about which customers mattered, where sellers spent their time, how partners were used and what managers inspected every week.
The pipeline looked busy. Leadership needed to know what was real.
In a multi-business environment, I tightened qualification, ownership and forecasting so leadership could see risk earlier and managers were looking at the same business, not four different versions of it.
Direct sales was not going to get us there on its own.
I’ve built partner and channel motions around where those relationships actually help: who owns the account, what each side brings, where incentives line up and how sellers turn access into real opportunities.
More isn’t automatically better.
More people, more process and more software can hide the real issue. Before I add anything, I want to know what is getting in the way now.
Figure it out. Fix it. Make sure it sticks.
I want to understand what is happening now, what is getting in the way and what change will make the biggest difference.
Figure out what is actually wrong
Talk to people, look at the data and watch how the work gets done. Separate the symptom from the problem.
Decide what needs to change
Get specific about what good looks like, who owns what and how we’ll know if the change is working.
Make the change work
Build the coverage, hiring plan, sales cadence, pipeline rules, market plan or partner motion, then run it with the team and adjust what does not work.
Hand it over
Leave clear ownership, simple tools and a way of working the team will actually keep using.
Your team should be able to run it without me. That is the point.
If the work only works while I’m in the room, I haven’t finished the job. The goal is clear ownership, better decisions and a way of working the team will keep using.
What isn’t working the way it should?
Tell me what you expected to happen and what you’re seeing instead. That’s enough to start.
Fix what matters first.