My story – simply put
My career in sales began at 19, when a business owner took a chance on me for a job I wasn’t qualified to fill.
Before the age of 30, still with the same company, I had been promoted three times, quadrupled sales, and was leading a division as Sales & Marketing Manager. Three decades later, I’ve managed Fortune 500 accounts and, after starting my own sales consultancy in 2008, have led sales growth plans across more than two dozen industries.
Throughout these experiences, I learned that most sales problems aren’t talent or motivation problems — they’re structural. They stem from a fault in how the sales process is built or managed. Often, leadership misdiagnoses a process flaw as a rep problem and replaces the person. The reps change; the sales issues remain — because the fault wasn’t the individual. It was the inability or unwillingness to question and improve how sales occur.
Fixing that issue starts with a solid concept of what sales work actually is: converting sales potential into actual sales. In 2019, I wrote my first book, The Sales Success, introducing a methodology centered on conversion, to help companies achieve predictable performance — or “modelability.” Today, I use the proprietary framework outlined in that book to help my clients build scalable sales organizations.
Why this, why now
In 2026, after more than a year outside of the country, I returned to New York to relaunch my practice around consulting and fractional sales management — running the sales function for companies that need senior leadership without a full-time Sales VP on payroll.
Fractional leadership has moved from a stopgap to a recognized category because full-time sales leadership costs more than many small and mid-market companies can justify. Beyond that market shift, the exact same foundational problems continue to cost businesses revenue:
No defined process
No oversight or coaching
No improvement plan
Revenue largely tied to a single individual
Aside from economic shifts, competition, and AI, these structural flaws remain the primary reasons companies miss targets. Here, I write to help change that.
What to expect
Subscribing to The Sales Success isn’t just about picking up some advice. It’s about learning to spot whether your operational issues are structural, strategic, or tactical — before you try to fix the wrong thing, spend on the wrong hire, lose another quarter, or lose a deal.
I write short, direct posts that address real situations — and the problems with the generic advice recycled for the last fifty years.
Subscribe and share
Subscribe, and share The Sales Success with colleagues. After three referrals, I’ll send you a copy of my new book, Create Demand for What You Sell.