I've spent my career closing, building go-to-market from nothing, and running commercial teams for software, AI, and security companies. I read a business the way an owner has to: where it actually makes money, and where it quietly breaks.
A career on the commercial side of B2B: as a CRO, a partnerships lead, and an operator embedded with founders. A few of the outcomes:
The throughline: prospecting to close, building go-to-market from nothing, and running partnerships, embedded alongside founders and small commercial teams. I've sold for American companies in Africa and Europe, and I work with European companies moving into the US now.
"We need more leads" is almost never the real problem. The offer, the buyer, or the price usually is. I fix the system that converts demand, not just the volume going into it.
Perfect execution of the wrong strategy will still fail. The expensive mistake is the wrong sequence, chosen before anyone is paying close attention: the untested assumption, the position no one pressure-tested. That is the part I look at first.
The US isn't "Europe, but bigger." Buyer expectations, price sensitivity, and the sales motion all shift at the border. I've worked both sides of it, and with companies making the move, so I've seen where it breaks.
When I want to show how I read a business rather than tell you, I break one down: how it actually makes money, what compounds, what quietly breaks. Named companies, real numbers where I can find them, honest about the estimates.
One pricing choice, billing per employee, explains the multi-billion valuation and the contraction when European hiring froze.
Read the breakdown →A solar company that's really a sales-and-financing machine. The panels are a commodity; the distribution isn't.
Read the breakdown →A per-employee subscription on the surface. At scale, the real economics are in moving money: the float and the FX.
Read the breakdown →Quick, no sign-up wall. A 90-second diagnostic of where you stand, and a pocket guide to the first decisions that actually move the cost.
Five questions for a European founder weighing a US move in 2026-27, and a clear read of what to get right before you commit budget.
Take the diagnostic →The first decisions that matter crossing into the US: entity, hiring, pricing, and the sales motion that shifts at the border.
Open the guide →I believe private enterprise, done well, gives people dignity and opportunity like little else. That is most of why I do this work, and why I would rather earn your trust with a useful idea than a borrowed credential.
On the commercial side of B2B I have built revenue functions from scratch as a CRO, rebuilt pricing and go-to-market as a partnerships lead, and operated embedded with founders selling SaaS, AI, and security platforms across Europe, the US, and Africa. Increasingly I am drawn to the ownership side of that work: not just running the commercial engine, but having a stake in where it goes.
Glad to meet people who think clearly about how businesses work, or who are weighing a move into the US.
When there's something genuinely worth saying about how a business makes money, I send it here. No filler.
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