Where I Come In
Most of my career has followed the same pattern: companies with valuable products and real market opportunities, and a GTM function that either doesn't exist or isn't working. I'm the person companies bring in to fix that — whether that means building from zero or stepping into a function that has stalled and finding the unlock.
At Thoughtful AI, I built the entire GTM motion from scratch: ICP, positioning, demand engine, pipeline attribution. The result was 891% growth in closed deals and a nine-figure acquisition. At Didomi, I built North American GTM from zero in six months, including making the call to pivot from enterprise to self-serve before significant budget was committed to the wrong motion. At People Data Labs, I stepped into an existing function, rebuilt competitive intelligence and ICP, and opened two new market segments. Win rates went up 32%.
What you won't hear from me: impressions, share of voice, or activity reports. What you will get: category narratives that change how buyers think, GTM engines built to hold up in a data room, and measurement frameworks that give leadership a real read on what's working.
What I Believe
Here are seven convictions that shape every decision I make.
AI is pulling GTM in two directions at once. Buyers are harder to reach and more skeptical than ever, whilst the buying environment is becoming machine-mediated, AI agent-driven, and eventually populated by customers that are not human. Most GTM functions today are only prepared for one of these problems.
Lean teams with the right systems outperform large teams with outdated ones. I'd rather build a small group of exceptional people around AI-native workflows than manage a large team generating noise.
Great marketing makes a company easier to acquire, not just easier to sell. That means investor-grade narrative backed by CAC, EBITDA, improving margins, and a revenue motion they can model.
Pipeline attribution should not just be a reporting exercise. If marketing can't demonstrate its contribution to revenue, it will always be treated as a cost center, regardless of how much it's actually driving.
Category creation is the only durable competitive advantage. Competing on features or pricing is a race you will eventually lose. Defining the category is a different race entirely.
The divide between sales and marketing is almost always a leadership problem. When both functions aren't aligned on ICP, pipeline definitions, and what a win actually looks like, the entire GTM process breaks down.
Taste is becoming the scarcest resource in marketing. When AI can produce a campaign brief, a positioning framework, or a full content calendar in minutes, execution is no longer the constraint. Value now comes from knowing what is worth making.
How I Think
My time at the University of Oxford and the other academic programs has instilled a habit of rigor and shaped how I work.
Argument and logic. At Oxford I learned how to construct arguments, find where logic breaks down, and hold competing frameworks at the same time. That's directly useful in positioning work, category creation, and building an investor narrative that holds up under scrutiny.
Economics and market structure. My economics training underlies how I think about pricing, market sizing, and commercial model design. The political science component informs how I sell to complex organizations, where decision-making actually sits in an enterprise buying process, and how competitive market dynamics work structurally.
Risk with incomplete information. This foundation has been sharpened across a decade of work in enterprise and startup environments, where academic rigor meets the reality of incomplete information, tight deadlines, and people management. This experience added discernment in knowing when to slow down and think harder, and when the right move is to decide with what you have and adjust as you go.
“I'm willing to argue for fundamental changes to strategy, narrative, or commercial model when the evidence points there.”
The AI Chapter
I build with AI tools, not just around them. At Thoughtful AI, I built a lean team of four direct reports as well as additional contractors that delivered enterprise-scale output by designing AI into the work itself. Across content, SEO, product research, design, and competitive analytics, these tools transformed what marketing produced, how fast the team moved, and how much time it gave back to our stakeholders.
“Staying current with AI resets every few weeks, not every few months.”
Rather than focusing on having a fixed tech stack, I prioritize having a clear understanding of what the organization is trying to achieve so that I can decide which new tool is actually worth the investment to integrate. Creative judgment and technical judgment should go hand-in-hand.
I have formal training in AI, but most of what I know I've taught myself by finding problems no one had a ready solution for yet and solving them. What was cutting-edge six months ago is table stakes today, and I find that energizing.
What's Next
I work best at companies where marketing is expected to drive the business, not support it, and where there's a real appetite for change that produces results.
The building side is still what I find exciting: creating something that didn't exist, watching it move a business forward, solving problems without a clean answer. If you're building something ambitious, let's talk.
Let's Connect →