About

I help sales and customer-facing teams get ready faster and do their best work, with training, onboarding, coaching, and the systems that keep them going. I’ve carried a quota as a Sales Development Representative and an Enterprise Account Executive, so what I build comes from knowing how reps actually sell.

From 2023 to 2026, I carried quota in commercial roles selling risk and intelligence products to buyers in policy, government affairs, security, and geopolitical analysis. In most roles, I found myself building what the team was missing: a coaching habit, a process, a way to onboard the next person. In July 2026, my role was eliminated, and that was the push to make this the work itself. Short on time? Read the three things I bring, my enablement work in past roles, and Where to start.

The thread through everything

Teams don’t fail for lack of effort. They fail where the system around the person has a gap: a process no one wrote down, a handoff that drops what the customer was promised, a training session that never turns into a habit. My job is to find the gap, fix it with the people who live with it, and show that it worked.

Three things I bring:

  • I’ve carried the bag. I’ve hit and missed targets, built a pipeline from scratch, and sat through enablement that didn’t match how the job works. Reps can tell when someone has been there.

  • I build what the team lacks. Where there was no owner, I started: informal onboarding and coaching, a trial-process charter, and my own method for expanding accounts.

  • I measure what moved. I record a baseline first, define success by outcome, and report what changed, including what didn’t.

Enablement work in my roles

  • Mid-Market SDR, FiscalNote (Dec 2023 to Mar 2025): informally coached, mentored, and onboarded new SDRs on prospecting and qualification as a peer, while carrying a full quota.

  • Enterprise SDR, FiscalNote (Mar to Aug 2025): worked alongside an Enterprise AE on account strategy and multi-touch outreach (no formal enablement work in this role).

  • Enterprise AE, Dow Jones (Aug 2025 to Jul 2026): wrote a trial-process charter that won sign-off and executive sponsorship, worked out my own method for cross-selling into existing accounts (only I used it), and grew a self-sourced pipeline of more than $750K in a quarter.

Full sales results are on the Real Work page.

Meet Meridian

Meridian Intelligence is a hypothetical company I created for this portfolio, and every figure is illustrative. It’s a B2B SaaS business in market and competitive intelligence, at Series B with about 80 employees. It sells a platform, with on-demand access to its analysts included, and custom research to strategy, competitive intelligence, and product marketing teams at larger companies. The team is SDRs, AEs, account managers, CSMs, product marketers, and one RevOps analyst. There’s no enablement function, and I’m the first hire. Some of my real work, adapted with details changed, uses Meridian as its setting, and the Real Work page says which pieces.

The four problems:

  • New AEs take about nine months to reach full quota, against a six-month target.

  • Discovery calls vary by rep, and forecasts miss as a result.

  • Customer success finds out an account is at risk at renewal, because there’s no shared sense of account health.

  • Rep messaging varies from Marketing’s, and customers are noticing.

The Case page has the full picture, including the constraints Meridian works within: no enablement budget beyond one new tool, no capacity in RevOps for custom reporting, and reps who are skeptical of another process.

What it is, and what it isn’t

  • It’s a design, built to show how I diagnose, plan, and measure. It isn’t a client engagement, and it doesn’t claim results.

  • It’s built from real methods and experience, including the frameworks and tools on the Real Work page and the courses and books on the Sources page. Each piece on Real Work is labeled adapted from real work, built, designed, or delivered live.

  • It’s meant to be tested. The plan assumes baselines first and results after, and that the real company will change the design.

  • Where I started. As an SDR, I ended up doing enablement work when I found a gap. New hires needed someone to show them how to prospect and qualify, and I was chosen to do it, informally and as a peer, while carrying my own number. I learned how much a new person’s first 90 days depend on a few good habits and one person to ask.

    As an Account Executive. Moving into enterprise selling, I kept running into the same gaps: no standard way to run a trial, and no shared approach to expanding existing accounts. I wrote the charter for a trial process and the team signed off on it, and I worked out my own method for expanding accounts. I never got to build out the whole system, and that’s one reason I wanted to do this work full-time.

    The turning point. In July 2026, my role was eliminated in a corporate restructuring. It gave me a reason to step back and look at what I’d been doing in nearly every role: enablement. It lined up with my strengths and what I enjoy most, which is helping reps succeed and making a team’s way of working better.

    What I’ve done since. I earned certifications through the Product Marketing Alliance and Highspot in sales enablement, onboarding, coaching, stakeholder management, cross-functional collaboration, and go-to-market strategy. I built a set of frameworks and tools, and a full enablement program for a hypothetical company, which is what the rest of this site is. The Real Work page says exactly which pieces are real and which are designs, and the Sources page credits what I’ve learned from.

  • I’m making a career pivot, from quota-carrying sales into enablement. I’ve done enablement work in most roles I’ve held, but I haven’t had the title yet, so I built the evidence: a complete enablement program for a hypothetical company. It starts with the business problem, then works through strategy, training, onboarding, coaching, how enablement works with the teams around it, how it’s measured, and what the first year looks like. Every page ties back to the same company and the same four problems, so you can judge how I diagnose, prioritize, and measure, and test my thinking against your own experience.

  • Every project follows the same four steps, whatever its size:

    • Listen. Talk to the people closest to the problem, and read the data before forming a view.

    • Diagnose. Find the real problem, not the loudest one, and decide whether training is even the right fix.

    • Implement. Build the smallest version that works, pilot it, and improve it.

    • Monitor. Track what moved against a baseline, and send what I learn back into the work.

    The Roadmap page shows how this runs across a first year, and the Collaboration page shows how I work with the teams around enablement.

Where to start

Working with me

  • Hiring for an enablement role. I’m looking for sales or GTM enablement roles (specialist or manager), onboarding and training roles, or enablement program roles at B2B SaaS companies. I’m open to remote work, and to hybrid or in-office work in the Chicagoland area. If you’re hiring, the last section of the Real Work page shows what I’d do in the first 90 days. My resume.

  • A team without enablement. I’m open to a scoped pilot: a baseline first, a defined outcome, and results shared with your approval.

  • Speaking or collaborating. If you’d like me to run a session or share a framework, get in touch.

The fastest way to see how I work is the Real Work page. The fastest way to reach me is the Contact page.