My GTM consulting focuses on B2B SaaS companies between $500K and $10M ARR — usually technical founders struggling to scale past founder-led sales. The SPRINT GTM Reset helps identify why growth is stalling. The Founding AE search focuses on finding and onboarding the first dedicated sales hire.
You've read the testimonials, scrolled through the LinkedIn recommendations, and maybe lurked in a few founder groups. My name keeps coming up when B2B SaaS founders talk about getting unstuck. But is this consulting actually the right fit for your company?
Across 250+ conversations with founders in the Seed to Series B range, the same question keeps surfacing: "Is this the right move, or just another expensive experiment?" By the end of this, you'll have a clear sense of whether my approach aligns with your specific challenges and stage.
Who this is for (and who it isn't)
This practice is built for B2B SaaS companies in the $500K to $10M ARR range. I work almost exclusively with technical founders facing the transition from founder-led sales to a scalable sales motion. That usually means the founder is still closing a large share of deals, and the early sales hires haven't found their footing.
It's not for pre-revenue companies, and it's not for companies already at Series C and beyond. I'm not an interim VP of Sales or a generalist consulting firm. The focus is specific: helping early-stage SaaS companies unlock their next stage of growth.
Put it this way — if you're a technical founder who's built a great product but now needs a repeatable sales process, that's the sweet spot. If you're looking for someone to come in and run your entire sales organization, that's not the right fit. I focus on the go in go-to-market, not the market or the product. I'm also not an agency that executes the work for you — though my network is wide and I can often make recommendations. I diagnose the problem and provide a clear path forward. The implementation is up to you and your team.
The SPRINT GTM Reset: finding the real bottleneck
The SPRINT GTM Reset is a diagnostic designed to pinpoint the real reason growth has stalled. It comes from a simple observation: most companies in this situation misdiagnose the root cause. They assume it's a pipeline problem, or a sales-rep problem, when it's often something deeper.
SPRINT stands for Speed, Problem, Results, Implementation, Niche, and Trust — a structured process to quickly identify the core bottleneck holding you back. The Reset isn't about generating a list of generic recommendations. It's about uncovering the one or two critical issues that, once addressed, unlock meaningful growth. It's about clarity on where to focus limited resources and energy.
"It's like getting a CAT scan for our GTM." The point isn't more data — it's knowing which constraint actually matters.
Founding AE hiring: more than finding a rep
Hiring a Founding AE is a critical step for many SaaS companies, but it's often approached as a simple recruiting exercise. Founders think they just need to find a "closer" and hand them a list of leads. It's more complex than that. The Founding AE isn't just a salesperson — they're a key part of building your sales process and culture.
My approach to Founding AE hiring focuses on candidates who can not only close deals but also help build a repeatable sales motion. That means looking for specific skills and experience: time in early-stage SaaS, a strong grasp of sales process, and the ability to work both independently and collaboratively.
It also means setting them up for success from day one — clear goals, a defined sales process, and the resources they need. And being prepared to coach and mentor them, especially early. Hiring a Founding AE is not a "set it and forget it" exercise. It requires ongoing attention and support.
If you're staring at a search that's already eaten three months and a senior placement that didn't ramp, that's the exact failure mode the RepReady™ onboarding program is built around.
Questions to ask yourself before engaging anyone
Before engaging any GTM consultant — me included — it's worth asking some hard questions. What are your specific goals? What are your biggest challenges? What are you actually hoping to achieve? What's your budget? What's your timeline?
It's also worth being honest about your own strengths and weaknesses. Are you willing to delegate? Are you open to feedback? Are you prepared to make difficult decisions — or are you going to second-guess every recommendation?
Finally: what's actually holding you back? Is it a lack of knowledge, a lack of resources, or a lack of confidence? In my experience, roughly half of founders own that question directly — and those are the ones worth working with. The other half deflect to industry, market, or capital. That's usually a red flag. Engaging a consultant is an investment. Like any investment, do your due diligence and make sure it's the right fit.