Commercial work across four companies.
These examples cover market expansion, partnerships, acquisition integration, and repositioning from my roles at Easyship, Port Logistics Group, Ryder, and Pipe17.
-
12+Years of Operator
Experience -
~$500MExit Supported at
Port Logistics Group/Whiplash -
600%+ACV Growth at
Pipe17 -
9-FigRevenue Scaled at
Easyship (<3 Years)
The challenges, work, and results.
Start with the comparison below, or read each case for more context.
| Company | Challenge | Strategic focus | Outcome |
|---|---|---|---|
| Easyship | Establish the North American business without a local team, sales process, customer success function, or brand recognition. | Define the target customer and sales approach; build sales, partnerships, and customer success; support market expansion. | North American revenue reached nine figures in under three years, with a team of 60+ people. The approach was used in Australia, the EU, and the UK. |
| Port Logistics Group / Whiplash | Develop an omnichannel logistics business while integrating the Whiplash Merchandising acquisition. | Commercial repositioning, acquisition integration, product and engineering, partnerships, and customer success. | Omnichannel ecommerce exceeded 50% of company revenue in less than two years. The transformation contributed to an approximately $500M exit to Ryder. |
| Ryder Supply Chain Solutions | Build partnerships to improve cross-sell and customer conversion, and evaluate acquisitions in areas such as reverse logistics. | Ecommerce partnerships, commercial agreements, acquisition diligence, board advisory, and GTM across Ecommerce and Last Mile. | Built partnerships that increased revenue and cross-sell, supported acquisition evaluation, and informed board decisions. |
| Pipe17 | Commercial positioning as a commerce iPaaS did not reflect the platform's enterprise capabilities. | Reposition around order orchestration and OMS; define the enterprise customer and sales approach; align sales, marketing, and partnerships. | Average yearly contract value grew by more than 600% as the company moved upmarket into enterprise accounts. |
Company
Easyship
Role
Head of Revenue, North America
(First North American Hire)
Category
Ecommerce Shipping SaaS
60+
Team Built
9-Fig
Revenue <3 Yrs
3
New Markets
1st
NA Hire
Built the North American business from zero to nine-figure revenue.
I joined Easyship as its first North American employee. I needed to establish a local sales approach, build a team, and develop customer success in a market where the brand was not yet known.
The North American team grew to 60+ people in a downtown Brooklyn office, and top-line revenue reached nine figures in under three years. The sales, partnerships, and customer success approach became a template for expansion into Australia, the EU, and the UK.
Key Strategic Moves
- Established sales, partnerships, and customer success in North America
- Defined the initial target customer and sales approach for North America
- Developed partnerships as a source of revenue alongside direct sales
- Built customer success to support the growing sales business
- Adapted the North American approach for expansion into Australia, the EU, and the UK
"At Easyship, entering a new market meant building the team, customer support, and partner relationships needed to serve it."
Developed the omnichannel business ahead of a ~$500M exit to Ryder.
Port Logistics Group had an established logistics operation. To serve DTC and omnichannel brands, it needed a different commercial approach and stronger technology and customer-facing teams.
I led this work while integrating the Whiplash Merchandising acquisition. We built product and partnerships teams, expanded engineering and customer success, and added integrations with ecommerce and omnichannel platforms.
Omnichannel ecommerce grew from single-digit percentages to over 50% of company revenue in less than two years. These changes contributed to an exit to Ryder for just under half a billion dollars.
Key Strategic Moves
- Led commercial integration of Whiplash Merchandising acquisition
- Built product capability and expanded engineering to support the logistics offering
- Created a partnerships team and added ecommerce and omnichannel integrations
- Expanded customer success to serve growing DTC and omnichannel brands
- Changed positioning and sales messaging to reach DTC and omnichannel brands
"At PLG, the sales approach, operations, and technology had to change together to serve a new group of customers."
Company
Port Logistics Group
Role
SVP, E-Commerce
Category
Third-Party Logistics (3PL)
50%+
Revenue from
Omnichannel
~$500M
Exit to Ryder
<2
Years to Transform
✓
Whiplash M&A
Integrated
Company
Ryder Supply Chain Solutions
Role
Group Director, E-Commerce Strategy → Group Director, Marketing & Partnerships
Category
Fortune 500 Logistics & Supply Chain
- Fortune 500 Company
- Acquisition Diligence
- Partner Program
- Executive and Board Advice
Built ecommerce partnerships and supported acquisition and board decisions.
At Ryder, I worked on partnerships that supported cross-sell and customer conversion, alongside acquisition opportunities in reverse logistics.
In my first Group Director role, I built the ecommerce partnerships program, selected vendors, structured commercial agreements, and developed cross-sell opportunities.
I also evaluated reverse logistics acquisition targets, conducted commercial diligence, restructured P&Ls, and advised the board on strategic fit and investment rationale.
In my second Group Director role, I led go-to-market and marketing work across the Ecommerce and Last Mile divisions while continuing the partnerships program.
Key Strategic Moves
- Built the ecommerce partnerships program within a Fortune 500 company
- Increased revenue through vendor relationships and cross-sell
- Evaluated reverse logistics acquisition targets through commercial diligence and P&L restructuring
- Advised the board on potential acquisitions and ecommerce strategy
- Led GTM strategy and marketing across Ecommerce and Last Mile divisions
Repositioned Pipe17 from commerce iPaaS to enterprise OMS, driving 600%+ growth in average contract value.
Pipe17 was positioned as a commerce iPaaS, but the platform could support more complex enterprise order operations. Its positioning and customer focus needed to reflect those capabilities.
As CRO, I repositioned the company around order orchestration and order management, shifted the target customer from SMB and mid-market to enterprise, and rebuilt the sales approach. Sales, marketing, and partnerships aligned around that focus.
Average yearly contract value grew by more than 600% as the company moved into enterprise accounts.
Key Strategic Moves
- Repositioned the product from iPaaS to order orchestration and OMS
- Shifted the target customer from SMB/mid-market to enterprise organizations with complex order operations
- Rebuilt messaging, sales process, and channel strategy for enterprise buyers
- Aligned sales, marketing, and partnerships around the enterprise customer
- Increased average yearly contract value by 600%+ through the move upmarket
"At Pipe17, moving upmarket required changes to the target customer, messaging, sales process, channels, and team responsibilities."
Company
Pipe17
Role
Chief Revenue Officer
Category
Ecommerce SaaS / Order Orchestration
600%+
ACV Growth
iPaaS → OMS
Full Repositioning
Enterprise
Market Shift
Customer focus, partnerships, and team alignment.
The priorities differed at each company. In every role, the work involved choosing customers carefully, building a sales approach to reach them, and making sure the team could deliver.
Is your company facing a similar challenge?
We can discuss your situation, what needs to change, and whether my experience is relevant.