I ask the questions a coach would ask, because I want to understand the real problem. But once I see it, I tell you what's wrong and what to do about it. That's advising, not just coaching.

I've sat in the CEO seat. I've sat in the CRO seat. And for most of my career, I was the leader carrying a revenue goal and beating it. That combination, operator, revenue leader, and now advisor, gives me patterns, real experience, and a track record of what actually works, not just a framework for asking better questions.

I work alongside CEOs to build the revenue strategy, plan, and structure their firm needs to grow, without you having to hire a full-time executive. Think of it as an outside perspective from someone who has sat in the CEO and CRO seats and knows what actually moves revenue.

CEOs and firm owners in AEC (architecture, engineering, construction) and professional services, typically firms where growth has stalled or lacks a clear owner, and leadership needs an outside perspective to move forward with confidence.

I've sat in the CEO and CRO seats of a $70M architecture, interiors, and civil engineering firm, and over the past seven years I've advised and worked fractionally across firms of different sizes in AEC and professional services. I'm not advising from theory, I'm advising from having lived it, again and again, across different companies and different challenges.

Most CEOs work with me on an ongoing subscription basis, a standing relationship where we meet weekly and I'm in your corner as growth challenges come up, rather than a one-off project. For some, that starts with a single strategy session or a specific decision, like restructuring your BD function, before moving into an ongoing relationship. Reach out and we'll figure out what makes sense for where you are right now.

No. I work with firms of varying sizes across AEC and professional services, the common thread is a CEO who's ready for clarity and an outside perspective, not a specific revenue threshold.

Most consulting firms bring frameworks and junior staff running the analysis. I bring direct, personal experience, having built revenue teams and sat in the CEO and CRO seats myself, so you're working with someone who has actually made these decisions, not someone presenting a deck built by an analyst.

A full-time CRO is a major financial and organizational commitment, salary, equity, and a permanent seat at the table. Working with me gives you that same caliber of revenue leadership perspective on an outside, flexible basis, without the overhead or long-term commitment of a full-time hire.

It's lonely at the top, and most internal leaders, however talented, haven't actually sat in the CEO or CRO seat before. They're often too close to the problem, or too invested in how things have always been done, to see what's actually stalling growth. I come in with pattern recognition from having sat in those seats myself and seen the same growth issues repeat across dozens of firms, and I can be the person in your corner who actually understands the weight of the decisions you're making alone.

Business brokers and M&A advisors focus on transactions, buying, selling, or valuing a company. My work is about building the growth engine itself, the strategy, structure, and plan a firm needs to grow revenue, independent of any transaction.

No. If you already have a team, I advise on the strategy and structure they execute within, I'm not managing them day to day. If you don't have outbound sales or revenue-focused marketing in place yet, I can help you build both from scratch. Either way, I'm not a replacement for BD or marketing team, I'm the outside perspective that makes sure the work, and the people doing it, are pointed at the right target.

That's common, especially in practitioner-led firms where growth has been relationship-driven rather than built into a repeatable engine. I can help you build an outbound sales motion from the ground up, and structure marketing so it's tied directly to revenue. You don't need an existing team or process in place before we start.

I focus on AEC (architecture, engineering, construction) and professional services firms (law, accounting, consulting, etc.) specifically, because these industries have unique growth patterns, practitioner-led leadership, project-based revenue, relationship-driven sales, that generic growth advice doesn't address. My experience as CEO and CRO of a $70M architecture, interiors, and civil engineering firm gave me that foundation firsthand. Over the last seven years, advising and working fractionally across firms of different sizes in this space, I've seen those same patterns repeat again and again, which is exactly the experience I bring to your firm's specific situation.