the Proof
2008—2012
Started knocking on doors
My sales career started in college selling Cutco knives. I was the number one sales rep in the number one branch office in the country. That experience led me into door-to-door sales, first with Vivint before its acquisition by Blackstone.
From there, I joined EcoGuard Pest Management, where I eventually became VP of Sales. Over more than three years, I helped build and lead the company’s original sales team during a period of rapid growth, helping EcoGuard become the fastest-growing pest management company in Sacramento during my tenure. Most of that growth was driven through door-to-door sales.
2011—2019
Built my first agency
I started my first agency because I loved design and marketing and figured I'd learn the rest. I had zero agency experience at the time, so I relied heavily on word of mouth and SEM to grow the business. We worked with SMBs across a wide range of services, including web design, app development, video production, and SEM/SEO.
We grew the company until it was acquired in 2019 by White Rabbit Group, where I then joined as a Partner.
2019—Current
Then helped scale the next one
When I joined White Rabbit Group, it was 17 people. Through the systems I built and the revenue generated, we scaled past 100 FTEs. The growth largely came from a handful of things I built or rebuilt: agency partnerships, consistent marketing, personalized outbound, and account management that gave the team a clear process for systematically growing organic relationships.
Booked 400+ cold meetings
Personally booked. Built the system that made them possible. Started with cold email, then expanded into LinkedIn, newsletters, physical gifts, lunch & learns, and conferences. Eventually built a small team of prospectors, SDRs, and account executives, that went on to book hundreds more.
Recently layered in AI workflows to handle prospecting, research, and nurture. This has lead to a reduction in time to close by 30% and has tripled our outreach volume.
Closed 160+ agency partners
Refined how we positioned ourselves in the market and built the systems for identifying, building awareness, and closing new partners.
The combination of positioning, relationship-building, and process became a major contributor to the company’s 5x growth in revenue.
And 300+ direct clients
In addition to our agency partner program, I built a referral program that drove many direct clients, including Spotify, Carl's Jr, Microsoft, Match.com, The Game Awards, Unreal Snacks, along with many other mid-sized and enterprise organizations.
Also built the marketing engine
Built the marketing department from the ground up, starting with a marketing coordinator, designer, and copywriter. Launched a podcast that became both a marketing and sales channel, eventually attracting well-known guests in our industry and opening doors that cold outreach alone never could. Supported it with a consistent newsletter, regular social content, and small in-person events and dinners that helped us build real relationships with the exact people we wanted to work with.
problems I solve
Outbound.
Cold emails and messages to people who don’t know you yet. But that’s only the part everyone copies.
Real outbound is doing whatever it takes to get in front of the right person. Yes, that could be an email, but it could also be a phone call, a physical gift that actually gets opened, or knocking on doors.
Different buyers need different conversations. The message, timing, and follow-up should change based on who you’re talking to. It has to feel like a real person, not a template.
Whatever gets us in the room, I’ll do it, and then turn it into a repeatable system.
Closing.
Getting someone to actually sign. This is one of the hardest things for founders to hand off, because it depends on trust and knowing how to read the room. That’s especially true with technical buyers, who can usually tell right away when someone is just using a sales script.
I take founder-led deals and make them repeatable. I can run a consultative sale from start to finish and own the outcome.
Partnerships.
Getting other companies to recommend you. When done right, it’s one of the cheapest ways to grow. But it only works if you keep showing up. Most founders are good at starting relationships, but then they let them go cold.
The real work is staying in front of the right people over months, not just once.
I've even built my own custom software for this: a system for staying close to the right relationships so they turn into pipeline instead of just sitting there.
Account Growth.
Selling more to the clients you already have. It’s usually much cheaper than finding brand new clients, but most companies don’t focus on it early enough.
Then documenting those behaviors and teach the team how to repeat them, so growth doesn’t depend on one person remembering to follow up.
Marketing.
This is the content, conferences, case studies, newsletters, and other stuff that helps people know you exist before they need you.
It takes consistency and patience, which are two things founders usually don’t have much time for when they’re building the company.
How I Think
I'm not looking for 10% better.
I've seen 10% better. I want to find people building something that makes everyone else say "that'll never work." That's usually how you know it's worth doing.
Every company should be AI-native already.
Most companies are wasting expensive human talent on low-value tasks like internal summaries, formatting, first drafts, status reports, repetitive production work. None of those things are where trust is built or where clients decide you’re exceptional. Clients remember judgement, taste, and clarity. They remember when somebody solved a difficult problem thoughtfully and made the process feel easier than expected. That part still belongs to humans. The opportunity with AI is not simply producing more work with fewer people. It's producing better work because your team has more space to think carefully, make better decisions, and execute at a higher level.
I want to be somewhere that excellence runs through the whole organization.
Steve Jobs used to insist that the back of the fence be painted just as well as the front. Not because anyone would see it but because you would know. That's the kind of standard I'm talking about. If the quality drops the moment no one important is watching, then it was never quality. It was performance. I want to be somewhere that holds itself to a standard that doesn't need an audience. Where the baseline is so high that unreasonable hospitality and delivery isn't a stretch. It's just what Tuesday looks like.
Speed of learning > years of experience.
I've never once gotten a job because my resume was a perfect match. I built a sales team in college with no sales experience. Grew a door-to-door pest management sales team with no pest control experience. Built an agency with no agency experience. Sold it. Helped scale the next company from 17 people to over 100 with no playbook. Every single time I figured it out by doing it. Not by waiting until I felt ready. Give me the ambitious, fast learner over the ten-year veteran who stopped growing last year, any day of the week.
Being the best in the room is a trap.
Early in my career I had an ego problem. I loved being the most valuable player. Coming in, saving the day, everyone cheering. It felt great. It was also a terrible thing to want if you're trying to grow a business. Because if nobody on my team could do it without me, that didn't make me great. It made me a bad teacher. So I stopped trying to be the best at selling and started trying to be the best at teaching people how to sell. How to market. How to operate. Once I changed my mindset, winning has looked completely different for me.
I don't care what my title is.
My number one priority: do the systems I build produce results? Then after, can someone else run them now? That's it. That's the whole scorecard.
