Salt Lake City Metropolitan Area
I turn chaos into clarity, and clarity into revenue. I’m a growth and revenue operator who helps SaaS companies turn commercial friction into scalable performance. My work focuses on business problems that directly affect growth, including GTM design, monetization, onboarding, retention, expansion, billing, and lifecycle execution. I step into messy growth environments, find where the commercial engine is leaking, and redesign the motion, operating model, and accountability needed to improve revenue outcomes. Before SaaS, I led the highest-volume store in a 19-location business, owned P&L, reduced prime cost by 6%, and launched a new delivery revenue stream through pricing and operational redesign. That experience gave me an operator’s bias toward throughput, margin, and execution. SaaS added systems fluency, cross-functional revenue design, and scale. Together, that’s the lens I bring to growth problems. During a scale phase from ~$4M to $26M ARR, I led a series of cross-functional redesigns across Sales, Customer Success, Finance, and Operations to improve how the revenue motion scaled. The results: improving 3-month NRR from 104% to 112%, increasing implementation capacity without adding headcount, reducing refunds by 60%, and strengthening billing and collections during leadership transitions. That work made one thing clear: most revenue problems do not start where they show up. They start upstream in qualification, handoffs, expectations, pricing logic, and commercial models that do not scale cleanly. Solving revenue friction late in the customer lifecycle matters. Designing it out earlier matters more. I do my best work in scaling SaaS companies with real traction, but growth still depends too much on heroics, fragmented ownership, or reactive fixes. I’m most aligned with roles that hold real ownership for growth, monetization, GTM design, and operating performance.
Led cross-functional strategy and operations for the revenue lifecycle. Partnered with CS, Sales, and Finance leadership to design lifecycle systems and execute programs so that retention turned into a growth engine, not just a defensive churn metric. • Generated ≈ $750K in retained/expanded ARR by lifting 3-month NRR from 104 % to 112 % through redesigned onboarding & handoff workflows during post-acquisition integration. • Independently adopted Claude Code and used AI-assisted investigation to diagnose a complex cross-layer usage-data issue, tracing warehouse logic and source discrepancies to isolate root causes affecting downstream customer-health and commercial visibility. • Served as the go-to translator between business teams and system execution, gathering requirements, designing workflows, and building solutions across our tool stack to match real operational needs. • Redesigned onboarding by customer tier using segmented flows and tailored content, improving time-to-value and supports scalable monetization and stronger early retention. • Drove GTM readiness for a new product and tiered implementation packages by owning operational testing and system integration for rollout. • Built reporting across health, at-risk accounts, cancellations, and renewals to improve churn visibility and support weekly pipeline reviews. • Standardized lifecycle stages and workflows across onboarding, activation, and renewal so CS, Sales, and Finance had a more consistent view of retention performance.
Owned billing & order-to-cash operations (invoicing, collections, AR, subscription controls, revenue assurance) and led post-sale customer ops during a rapid-growth phase. Building the infrastructure & processes that supported ARR growth from ~$8.5M to ~$20M • Eliminated manual onboarding bottlenecks by building a custom Salesforce API integration for a non-native system, saving 30–60 minutes per project, unlocking 20% team capacity, and establishing the team’s first scalable automation framework. • Unlocked $250K in ARR in one quarter by surfacing pricing & invoicing gaps through audits — insights adopted into GTM pricing controls. • Scaled billing team from 1 to 3, building training systems, SOPs, and performance standards to ensure continuity and accuracy. • Reduced refund and chargeback volume by 60%—built a cancellation validation engine (Zapier → Salesforce) that automated subscription handling, eliminated manual errors, and saved CS & Billing teams from hours of reconciliation each week. • Increased revenue predictability by migrating 400+ subscriptions to contract terms and moving 100% of accounts to auto-billing, eliminating leakage. • Enabled Director of Finance to step into VP role and focus on growth strategy by fully taking over invoicing, collections, and revenue QA functions. • Eliminated onboarding bottlenecks for 10+ new customers/week by implementing joint kickoff scheduling links embedded in automated welcome flows, accelerating time-to-value for new accounts. • Built parent–child entity logic and bad-debt recognition rules, improving data integrity and reducing aged receivables. • Partnered cross-functionally with CS, Support, and Implementation to streamline post-sale handoffs, reduce costs.
- Enhanced product adoption by revamping the Help Center with 40+ updated articles and 15 integration guides, improving self-service usage and reducing support friction for customers. - Onboarded newly sold customers through kickoff, setup, configuration, training, and troubleshooting, helping tailor account structure to each customer’s workflow. - Became the go-to resource for complex troubleshooting and issue resolution, translating technical problems into clear next steps for customers and internal teams . - Optimized support-system data integrity by auditing and standardizing account identifiers in Zendesk, improving efficiency in ticket referencing and resolution times.
Promoted through 6 roles in 6 years to lead the highest-volume store ($1.2M annual revenue) and corporate training hub. Oversaw P&L, staff development, and operational strategy. • Led a team of 8 managers and 40+ employees, maintaining high morale and accountability while operating at the highest volume of the 19 stores in the company. • Reduced Prime Cost by 6% via tighter labor controls, scheduling optimization, and improved food cost tracking. • Launched third-party delivery as a new revenue stream by integrating DoorDash and Uber Eats into operations and setting competitive pricing via local market analysis. • Developed onboarding and training systems that other stores adopted, improving consistency and reducing ramp time across the brand • Built a culture of execution, dependability, and high standards — reflected in team retention, customer loyalty, and our reputation across the company
Led GM and franchise-owner onboarding to standardize operations across new markets. • Accelerated market expansion by training 6 GMs, 10 franchise owners, 29 managers, and 150+ employees to scale operations across multiple locations