Seasoned executive scaling carrier and telecom revenue on both sides of the network, from running it as an operator to selling to it as a vendor. Full P&L ownership to a $260M peak. Two-time Global Sales Leader of the Year.
Carrying the number is table stakes. The differentiator is owning the whole P&L behind it: pricing, margin, forecast, delivery, and the team that grows it.
Pricing, margin, forecast, and delivery, not just quota attainment. Running the business behind the revenue and growing it year over year.
President's Club performers and future leaders developed every year. Selected for high-potential leadership cohorts across more than a decade.
Growth comes from customer outcomes and solution selling, built on real understanding of the network and the operator's business, not from displacing the competition.
Three transformations across the operator and vendor sides of telecom. Every number below reflects direct ownership, not a team total.
Led the Core business as VP on the T-Mobile account, growing it from $10M to $100M. After Nokia's acquisition of Alcatel-Lucent, took over the combined Nokia Software business and grew it from $100M to a $260M peak, navigating a complex post-acquisition sales environment. Directed a 50+ person team, direct and indirect, across strategy, sales, services, and delivery for cloud, security, network management, and 5G core. This sat inside the broader team account that grew from $300M to over $4B. Named Nokia Global Software Sales Leader of the Year in 2018.
Grew the P&L from $15M to a $48M peak, averaging $35M a year, across T-Mobile, Sprint, US Cellular, and roughly a dozen device and OEM accounts including Google, Samsung, and Motorola. Redefined the go-to-market from the lab to the live network across active service assurance, automation, application security, and UE validation. Named Spirent Global Sales Leader of the Year in 2024.
Came up on the operator side, from cell site technician to Director of Network Operations running field operations across five states with full CAPEX and OPEX budget responsibility. Drove dropped-call rate from 2.5% to an all-time low of 1.1%. That is why carriers get a partner who has carried the pager, not an outsider.
Revenue at this level is won by people: CxO trust, disciplined execution, teams that believe in the plan. AI does not replace that. Used well, it clears manual work out of the way, research, forecasting, prep, so the team spends more time on what actually moves revenue. A Kellogg AI certificate backs a practitioner's view of where it helps and where it does not.
No tool replaces a leader teams believe in or a CxO relationship built over years. That stays the foundation, the same one behind the Nokia and Spirent track record.
The research, the forecast, the account plan, the prep behind every meeting: AI strips the manual work out so the team spends more time with the customer, not with the busywork.
Not a demo, not a buzzword. The measure is a team that moves faster because the grind is gone and the thinking is sharper, freeing people to do the work only people can do.
Character that holds up under pressure, on and off the clock: a Team Rubicon disaster-response volunteer, a Brazilian jiu-jitsu purple belt under a world champion, and an FCC-licensed amateur radio operator. The same discipline goes into building revenue teams.
Every number on this page started smaller. Take a function, build the strategy, pricing, and team to grow it, then do it again.
Lead with the operator's outcomes, network, and economics. Trust at the CxO level compounds into multi-year revenue, not one-off wins.
A year is measured by how many people made President's Club and how many grew into bigger roles. Contributors developed every year.
Solution, value, and outcome selling, backed by disciplined qualification and forecast accuracy. The rigor sits under the relationship, it does not replace it.
Senior revenue leadership where the mandate is to build and scale, not to defend a flat number.
Lead a sales organization through a growth or transformation phase. Strong fit for PE-backed environments with a clear scale mandate.
Primary targetFull revenue ownership across sales, GTM, and post-sale. Telecom, networking, cloud, or security businesses where operator and vendor experience is a direct advantage.
Strong fitIf you need leadership that owns the P&L and builds the team to grow it, reach out.