I Help Tech Companies Fix Messy Growth

About Will

Sometimes the product is strong, but the story is fuzzy. Sometimes the pipeline is weak, the roadmap has become scattered, or the company has simply outgrown the way it operates.

That is usually where I come in.

I help companies identify what is really getting in the way of growth—and decide what to do about it. That might mean sharpening the positioning, rethinking the go-to-market strategy, bringing order to the product roadmap, or building an operating model that can support the next stage of the business.

My background is part strategy, part technology, and part company building. I am what some people call a deep generalist: someone who can move across disciplines, see how the pieces connect, and go deep enough to be useful — which is also where creative problem-solving matters most: real strategy isn’t copied from a framework, it’s built from spotting what everyone else missed.

I have two engineering degrees—a bachelor’s from Worcester Polytechnic Institute and a master’s from Purdue—as well as an MBA from Yale School of Management. I wrote neural-network algorithms as a graduate engineering student, beginning a long-running interest in AI and the commercial possibilities created by new technology.

Early in my career at Deloitte, I specialized in the then-emerging field of IT outsourcing and wrote one of the industry’s first formal Total Cost of Ownership analyses, comparing Windows on Alpha with Unix workstations. That work led to my recruitment by Braxton, Deloitte’s strategy consulting group, and established a pattern that has continued throughout my career: understanding complex technology, finding the business implications, and turning them into practical decisions.

Since then, I have helped launch a customer self-service platform for wireless carriers at edocs, developed an Intel software-partner program that grew beyond 15,000 members worldwide, and worked on growth and channel strategies for companies including EMC and Avaya. I have also taught business strategy as an adjunct professor at Emerson College.

I have co-founded four software and services companies, including VirtualJobCoach.com and Defense Commercialization Inc. The latter grew out of my work commercializing SilentRunner, cybersecurity technology originating within the intelligence community, where I advised companies including Raytheon and Lockheed Martin on bringing defense technologies into commercial markets.

Technology changes quickly, but the fundamentals do not. Product-market fit is still hard. Positioning still matters. Go-to-market systems still break. Companies still need to make difficult choices about where to focus—and then build the organizational discipline to follow through.

I am comfortable working at the level of markets, positioning, and strategy, but I stay close enough to the work to help turn those choices into products, growth, and a business that operates better than it did before.