For 15 years I’ve sat at the table with CMOs, CDOs and CROs — turning fuzzy transformation mandates into platforms that ship, teams that deliver, and revenue that compounds.
I’m the person executives bring in when data, technology and customer experience are pulling in three different directions — and someone has to make them one motion.
My career has run through the agency and consulting world — Slalom, Avanade, Capgemini, Kin + Carta, and ultimately my own firm, theWild. Across all of it, the work rhymes: a CMO, CDO or CRO has a mandate that lives in the gap between what marketing wants, what the data allows, and what the architecture can actually support. I live in that gap.
I sell the work, I architect the solution, and I stay close enough to delivery that the promise and the product never drift apart. I was an early adopter of LLM tooling — not as a talking point, but because compressing a deliverable from days to hours is real leverage when you’re accountable for the outcome.
I think in systems and I communicate in plain language. The most valuable thing I do isn’t the deck — it’s getting a non-technical executive sponsor to act with conviction.
Selected roles. A through-line of building practices, hitting numbers, and architecting at enterprise scale.
Founded and ran the firm as player-coach across sales, delivery and operations. An early adopter of LLM/AI tooling to compress deliverable turnaround. Led a year-long transformation: a full martech re-platforming (Adobe Campaign Classic → Salesforce Marketing Cloud, Snowflake as system of record) and a 30% capability realignment.
Hit 150% of a $4M Director quota ($6M sold) in 2022 while driving $25M+ in cross-sell and pull-through for the broader portfolio. Advised a Fortune 50 bank CIO on a capability assessment across 600+ staff.
Launched the MarTech practice from inception, scaling to 30+ engineers and consultants and partnering with sales to secure $5M+ in new business in nine months.
Built the Customer Engagement practice to $2.5M/yr in direct billings and $9.5M+ in related sales — including a financial-services engagement that grew into a ~$23M program ($15M revenue to the firm).
Negotiated $3.75M+ in new and at-risk contracts and led $3M+ multi-country delivery across six countries for a Fortune 500 manufacturer. Generated $1M direct + $5M pull-through via executive relationship management and Salesforce-centered CRM/MDM strategy.
Enterprise architecture and transformation, told through the decisions that mattered.
Led combined Product + Architecture for an omnichannel customer-communications and contact-center strategy — balancing AI orchestration against the determinism regulated industries require.
Enterprise architecture lead coordinating 10 platform architects — launching the first pilot store live after two prior failed attempts.
Led a board-ready POS platform assessment and recommended a strategic delay — freeing roughly $75M over three years.
Drove a 30% headcount reduction with capability realignment plus a full re-platforming — Adobe Campaign Classic to Salesforce Marketing Cloud, with Snowflake as system of record.
Field notes from the gap between data, technology and the customer.
All writing →Everyone wants an orchestration layer. The hard part is the parts that aren’t allowed to be probabilistic.
I once told a Fortune 500 board not to replatform. It freed roughly $75M. Here’s the logic.
Building a firm to $1.5M+ while selling and delivering myself taught me things no org chart can.
Replacing a 20-year-old stack usually triggers a year of politics. It doesn’t have to.
Hiring for a senior GTM or technology leadership role, or weighing a transformation you can’t afford to get wrong? I’d like to hear about it.
Thanks for reaching out — I’ll be in touch shortly.