I build revenue engines, not marketing departments.

The operating model

Same five moves every time. The sector changes; the sequence does not.

1. 1

   Define the ICP

   Segment on economics, not demographics. Cut the accounts that will never pay back CAC.

2. 2

   Architect the pipeline

   Stages defined by buyer behaviour, with exit criteria a rep cannot argue with.

3. 3

   Instrument every stage

   Conversion, velocity and CAC/LTV measured where they break, not just at the close.

4. 4

   Align on one set of numbers

   Sales, marketing and customer success compensated against the same forecast.

5. 5

   Automate the rest

   Anything that does not need judgement goes to AI agents and workflow automation.

Selected results

Experience

1. Founder & Principal

   Sep 2024 – Present

   Revenue Growth & AI Automation Consultancy · New York, NY

   AI-first revenue systems for SMB service businesses — voice agents, automated lead capture, outbound sequences and CRM workflow automation, sold as productized services.

2. Marketing & Growth Lead (reported to CEO)

   Sep 2023 – Sep 2024

   RP Tech Services — IT solutions / IaaS · Bridgewater, NJ

   Led the company-wide move from intuition-based marketing to a data-driven revenue engine across seven initiatives — rebrand, e-commerce launch, PPC restructure — all delivered ahead of schedule.

3. Independent Consultant

   Aug 2021 – Aug 2023

   Digital Marketing & Business Automation · North America, remote

   Funnel builds, paid acquisition and marketing automation for North American e-commerce and service clients while establishing a US base.

4. Sales & Marketing Director

   Feb – Jul 2021

   BIOTESTLAB — veterinary pharmaceuticals

   Built and led the commercial team through restructuring: online sales up 22% while sales and marketing operating cost fell 40%.

5. Marketing Director (contract)

   May 2020 – Feb 2021

   ORTO-LINE — orthopedic products, retail & B2B

   Omnichannel sales strategy and two concept stores opened in five months, lifting revenue 20% and market share to 15%.

6. Principal Consultant

   2015 – 2020

   Digital Transformation & PMO — incl. EBRD engagements, Kazakhstan

   Full digitalization programme delivered in two years: omnichannel GTM roadmap, dedicated PMO, and a four-person sales team recruited, trained and KPI-managed inside a 16-person commercial organisation.

7. Chief Executive Officer

   2013 – 2015

   CMG Nouveau — full-service marketing group, 26 staff

   Full P&L accountability across five business units on a $2.3M budget: market share up 18%, profitability up 40%, ROI up 35%, 95% on-time client delivery.

Capabilities

• Revenue strategy
• GTM execution
• RevOps
• P&L management
• Pipeline architecture
• Demand gen & PPC
• Pricing & monetization
• ICP & segmentation
• E-commerce growth
• Strategic partnerships
• Sales team leadership
• CRM & analytics
• AI & marketing automation
• Omnichannel sales