I’ve Been Inside Six Companies Like Yours. Four Found Their Exit
Most operational problems in B2B tech companies aren't unique. They're variations of the same three or four breakdowns: fuzzy ICP, leaking retention, margin erosion, and an organization built for the last stage of growth instead of the next one.
I've diagnosed those patterns across six companies in different industries, different ownership structures, and different stages.
That repetition is the value. I don’t bring a framework, I bring recognition.
What That Looks Like in Practice
Renewal Rates: 85–94% Achieved consistently across 5 successive companies. Not by adding headcount, but by identifying why customers were quietly disengaging.
Margin Transformation: -50% to +20% Reversed professional services profitability in 9 months by fixing the underlying pricing and delivery model, not just cutting costs.
Revenue Growth: 13–158% YoY While improving profitability, not sacrificing it. Growth that doesn't improve unit economics isn't progress.
Working Capital: 94% Reduction Cut trapped accounts receivable and freed cash for growth by fixing the operational processes creating the problem.
Performance Improvement: 270–400% Through process and tool innovation, not more people.
The Exits
I’ve been through 4 successful exits as an operator:
NetQoS → CA Technologies
Packet Design → Ciena
Black Box Network Services → AGC Networks
iGrafx → Banneker Partners
I know what buyers scrutinize: renewal rates, unit economics, customer concentration, margin profile. I've seen what gets a company to the table and what kills the valuation conversation.
The CEO's Problem is Never Just One Function
Functional leaders optimize their piece. That's their job. But when sales is blaming product, CS is blaming sales, and margins are eroding across services, the problem isn't any one function, it's how they work together that’s causing the pain.
I've worked across sales, marketing, product, finance, operations, and customer success. I've had P&L responsibility as COO and CEO. I see how the pieces connect and where misalignment between functions is costing you growth.
Most advisors are strong in one domain. That's useful for a specific problem. If you don't know which problem is the real one, you need someone who can see the whole board.
Why I'm Different
Most advisors fall into one of three categories: they build strategy decks without having owned execution, they do tactical work without strategic judgment, or they're specialists in one function without P&L accountability.
I've done all three as an operator, not a consultant. That's the difference between advice that sounds right and advice that works.