Here's what changes when the right executive is in the room.

At a $45M ARR, PE-backed SaaS company, the business was facing aggressive revenue and EBITDA targets. Hitting the plan required more than simply asking Sales to sell more or Finance to cut costs. The business needed to improve the economics of existing customers while creating more predictable revenue and a more disciplined cost structure.

I focused on the levers we could directly control. We developed pricing strategies to improve revenue realization, introduced multi-year contracts for both new and existing customers, and put greater focus on retention and expansion opportunities. At the same time, we looked across the operating expense base for ways to improve efficiency without compromising the customer experience.

The key was connecting those initiatives rather than treating them as separate projects. Pricing, retention, expansion, and operating discipline all became part of the same conversation about sustainable growth and profitability.

The business delivered a 20% increase in revenue and a 32% increase in EBITDA. The result came from aligning the organization around the few commercial and operational levers that mattered most—and then holding the team accountable for execution.

A seed-funded SaaS company saw an opportunity in student housing, but the market needed a product built around how those properties actually operated. The challenge was not simply developing another piece of software. It was understanding the day-to-day problems well enough to build something customers would adopt—and then creating a go-to-market strategy capable of establishing the product in a new category.

I worked closely with an early customer to understand the operational pain points firsthand. Rather than relying solely on what customers said they needed, I spent time with the onsite team and shadowed their workflows to see where work was manual, repetitive, or unnecessarily difficult.

Those observations shaped the product requirements and automated workflows we built. From there, I helped develop the go-to-market strategy to bring the product to market with a clear understanding of its target customer and the problems it was designed to solve.

Within three years, the product had captured approximately 60% market share in the student housing market. The lesson was straightforward: strong products come from getting close to the customer, solving a real operational problem, and then aligning the product and GTM teams around that value.

At a $16M ARR, Series B SaaS company, the implementation organization had become a constraint on growth. Projects were getting stuck in the backlog, slowing the conversion of bookings into revenue and cash. More work was entering the system than the existing process and team structure could efficiently move through it.

I started by looking closely at where and why projects were getting stalled. That meant analyzing the backlog, identifying the recurring bottlenecks, and separating capacity issues from process issues.

From there, I helped optimize the implementation process and restructure the team around how work actually moved through the organization. The goal wasn't simply to push the team harder. It was to remove the friction that was preventing the team from converting existing demand into completed implementations.

Implementation throughput increased by 150%, while the backlog was reduced by 14%. The business was able to move more customers through implementation without simply adding resources—turning an operational bottleneck into a growth enabler.