Help with your next growth decision.

The Problem

You are deciding whether to enter a new market, serve different customers, or change how you sell. You need to choose where to invest and what to do first.

What I Do

I work with your leadership team to assess the business, compare growth opportunities, and build a plan your team can carry out. My experience running commercial teams in logistics and commerce informs that work.

Outcomes

• Growth plan with priorities in order
• Assessment of commercial strengths and gaps
• Agreed growth priorities across leadership
• Clear next steps for the team

Best For

Later-stage companies: Series B+, PE-backed, or ready for their next stage of growth.

The Problem

Sales take too long, leads are a poor fit, or marketing is not producing enough opportunities. Entering a new market or selling to larger accounts may require a different approach.

What I Do

We define who you should sell to, why they should buy, and how to reach them. I help update your channels, messaging, and sales process. This includes work I have led at Pipe17 and companies entering new markets or selling to larger customers.

Outcomes

• Defined customer profiles and use cases
• Consistent messaging across channels
• Sales process suited to your target customers
• Priorities for improving deal quality and win rates

Best For

Companies with product-market fit that are growing sales or entering a new market or customer tier.

The Problem

Your partnerships are not producing sales, or you need to build a partner program. The work starts with choosing partners and agreeing on how you will sell together.

What I Do

I have built partner programs at Easyship, Port Logistics Group, and Ryder. The Ryder program generated cross-sell revenue and improved customer conversion. I help choose partners, prepare sales teams, and structure the agreements needed to support the program.

Outcomes

• Partner program with revenue goals
• Partners selected for customer and commercial fit
• Materials and processes for selling together
• Introductions through my network where relevant

Best For

Logistics providers, 3PLs, SaaS companies, and commerce platforms looking to grow revenue through partnerships.

The Problem

You are considering a new geography, industry, or customer segment. You need to understand demand, competition, and what you will have to change before committing resources.

What I Do

I have led or supported entry into North America, Australia, the EU, and the UK, as well as new industry segments. I help assess the opportunity and plan the order of entry, staffing, partnerships, and sales channels.

Outcomes

• Market entry plan with steps in order
• Market size, competition, and positioning assessment
• Team, partner, and channel plan for the new market
• Investment decisions tied to risks and milestones

Best For

Companies preparing to enter a new geography or industry segment.

The Problem

Your customer focus may be limiting growth. You need to decide whether to serve a broader market, narrow your focus, or pursue larger accounts, and adjust your positioning accordingly.

What I Do

At Pipe17, I led a shift toward larger customers that increased average contract value by 600%+. I also worked on customer segment expansion at Port Logistics Group and Ryder. We review wins and losses, compare segments, and update the positioning, messaging, and sales approach.

Outcomes

• Customer profile based on sales and market evidence
• Value proposition for the chosen customer segment
• Sales approach and messaging matched to that profile
• Priorities for improving customer fit and contract value

Best For

Companies with product-market fit that are ready to reach larger accounts or new customer segments.

The Problem

Sales, marketing, partnerships, and customer success have different goals or unclear handoffs. Leads get lost, partner opportunities stall, and customer expansion has no clear owner.

What I Do

I have led each of these functions. I work with your leaders to identify where the teams are disconnected, clarify responsibilities and handoffs, and agree on shared metrics and regular reviews.

Outcomes

• Commercial teams working toward shared goals
• Clear roles, handoffs, and accountability across teams
• Defined role for customer success in account expansion
• Shared revenue metrics and regular reviews

Best For

Growth-stage and later-stage companies whose commercial teams need clearer coordination.

The Problem

An acquisition, market change, product launch, or capital raise can leave leadership with difficult commercial decisions. I advise teams facing these choices in logistics and commerce.

What I Do

I have served as a board advisor to Malomo, Loop Returns, Pipe17, and Two Boxes. At Ryder, I advised senior leadership and the board on reverse logistics acquisition targets. My advisory work covers commercial strategy, market positioning, and growth plans.

Outcomes

• Assessment of the options and trade-offs
• Logistics and commerce experience applied to decisions
• Advice for executive and board discussions
• Context on customers, competitors, and partners

Best For

Growth-stage companies, PE-backed platforms, and later-stage businesses facing a major decision.

The Problem

You are evaluating an acquisition or preparing for a sale in logistics, ecommerce, or commerce technology. You need to test the revenue assumptions, customer base, and commercial plans behind the valuation.

What I Do

At Ryder, I evaluated reverse logistics and ecommerce technology acquisition candidates, including commercial diligence, P&L restructuring analysis, and advice to the board on strategic fit. I now support companies evaluating acquisitions or preparing for a sale.

Outcomes

• Commercial diligence on acquisition targets
• Review of go-to-market plans and revenue quality
• P&L restructuring and revenue forecast review
• Strategic fit assessment based on operating experience

Best For

PE firms, strategic acquirers, and operators buying or selling a logistics or commerce-tech business.