I Help Tech Companies Fix Messy Growth

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 figure out what is really getting in the way of growth—and what to do about it. Depending on the situation, 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 would call a deep generalist: someone who can move across disciplines, see how the pieces connect, and go deep enough to be useful.

I have two engineering degrees and an MBA — a bachelor’s in electrical engineering from Worcester Polytechnic Institute, a master’s from Purdue, and an MBA from Yale School of Management. I graduated from WPI with distinction and won the senior EE project award. I wrote neural-network algorithms while earning my graduate engineering degree, which is where my long-running interest in AI began.

Early in my career at Deloitte, I became an expert 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. It was a novel framework at the time; today, that kind of analysis is standard practice. The work led to my recruitment by Braxton, Deloitte’s strategy consulting group.

The current AI wave is not simply a technology story. It is changing how companies build, sell, operate, and compete. But the fundamentals have not gone away. Product-market fit is still hard. Positioning still matters. Go-to-market systems still break. And companies still need to make difficult choices about where to focus.

One of the things I bring to that work is creative problem-solving. Strategy cannot be reduced to a framework or a repeatable process. The valuable part is often seeing a possibility others have missed—and then finding a practical way to make it real.

I have taught strategy as an adjunct professor at Emerson College and put it into practice across a wide range of markets. At edocs, I helped launch a customer self-service platform for wireless carriers. For Intel, I developed a partner program for its software ecosystem that grew to more than 15,000 members worldwide. I have also worked on channel and growth strategies for companies including EMC and Avaya.

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

I am comfortable with the technology, but I never lose sight of the business. I can work at the level of markets, positioning, and strategy, then stay involved long enough to help the organization turn those choices into products, growth, and a business that works better than it did before.