I'm the person
companies trust
with the
relationships that
matter.
Fifteen years of it, at companies big enough to have a department for the job. The businesses that need it most don't have one, and that's the whole reason this exists.
I'm a translator
I take what's complicated, work out what's actually broken, and make the next step obvious. That's the job, whether the room is a boardroom or a shop floor.
Most owners I meet already suspect where the problem is. What they don't have is someone to name it plainly, put a number next to it, and say what to do first. That gap is where I've spent my career.
Why owner-run businesses
Big companies have a whole department for retention. They have a person whose entire job is noticing that an account has gone quiet, and a second person whose job is doing something about it.
A business with six employees has the same problem and none of that. The owner is doing four jobs, the process lives in one person's head, and nobody is watching the customers who stopped coming. The need is identical. The infrastructure is absent.
That asymmetry bothered me for years. This business is what I did about it.
What I'm not
I'm not a marketer and I won't tell you the answer is more leads. I'm not going to sell you software. I don't do brand work, and I don't produce strategy decks that describe your business back to you.
I find the places revenue is going missing, put a number on each, and either hand you the plan or build the fix. That's the whole offer.
Where the fifteen years went
Supported teams and customers at the highest level, in large rooms and one to one. Six years of making complicated things make sense to someone who doesn't want a lecture.
Managed and grew relationships with small business owners and local operators. This is where I learned what retention looks like with no CRM hygiene, no handoff process, and an owner doing four jobs at once.
Led teams across a large enterprise portfolio at a software company doing over $70M in annual revenue. Catching accounts before they quietly leave, building plans that stick, moving the numbers.
The same discipline, aimed at the businesses that never had a department for it.
How I work
Straight answers
If the audit finds nothing worth fixing, I'll tell you that, and you'll have spent an hour. I'd rather lose the work than manufacture a problem.
Your time is the constraint
It's the resource I work around, not the one I spend. If a fix needs ten hours a week from you, it's the wrong fix.
Measured before, measured after
We agree what the number is at the start, so at the end there's no argument about whether it moved.
Built to outlast me
Your team owns the system when I'm gone. If it only works while I'm in the room, I haven't finished.
“If you want a partner who sticks with you until the numbers change, you're in the right place.”