Transforming BusinessSolutionsBusiness Growth | Turnaround | Execution
Transforming Business
One fully developed example. Additional case studies will be added here over time without changing this page's structure.
Visible problem: Revenue had stalled and the company believed it needed more sales activity.
The underlying constraint: The business lacked reliable market, customer, pipeline, and performance data. Leadership could not clearly see where the company was strong, where it was weak, where opportunities existed, or whether resources were being directed toward the right markets and customers.
What changed: Established the data, processes, tools, and operating cadence needed to understand performance, prioritize markets and opportunities, and measure actual results against the plan.
90-day execution plan: Built and launched a data-driven 90-day commercial execution plan with clear priorities, ownership, KPIs, and review cadence.
Result: A stalled business with a clear, shared operating rhythm and the data visibility to direct resources toward the right markets and customers, achieved through a structured Initial 90-Day Execution Cycle informed by more than 30 years of operating and business leadership experience.
Why it matters: The visible symptom (a sales problem) was not the actual constraint. Fixing the real issue required looking across functions, not treating sales in isolation.
TBS helps leaders move beyond assumptions and strategy decks to identify what is actually constraining the business and determine what needs to happen next.
Concise, supportable examples from across a 30+ year career. Full case studies for select engagements will be developed here over time.
Built a SaaS and recurring-revenue business from $0 to approximately $2M in two years before acquisition.
Helped grow a SaaS-driven business from approximately $12M to $56M.
Led the launch of a new product platform in the HVAC/industrial equipment space, taking it from development through a successful market introduction.
Reduced a seven-year product-development cycle to approximately 18 months by implementing a disciplined New Product Introduction process, Stage-Gate governance, and Voice-of-Customer practices across product development and commercialization.
Led a global applied-systems business with responsibility for approximately $1 billion in revenue, integrating sales, marketing, product, engineering, operations, and organizational execution.
Developed and commercialized software-enabled and recurring-revenue offerings within industrial and controls-related businesses.
More than 30 years of sales, marketing, operations, product development, engineering, software, commercialization, and executive leadership experience across privately held, PE-backed, and public companies, from growth-stage businesses to global enterprises.