Start with what is actually happening
I want to see the spreadsheet, handoff, or workaround people use when the documented process stops helping.
About me
I learned systems work from the people doing the work.
I am a sales operator turned RevOps and GTM systems leader. The common thread has stayed simple: get close to the work, find what is slowing people down, and build a better way to run it.
The throughline
I started on the frontline, not in a systems role.
I began in sales, building pipeline, qualifying enterprise opportunities, and leading sales development teams. That made the cost of unclear process tangible: lost context, slow handoffs, noisy data, and tools that create work instead of removing it.
I moved deeper into RevOps and GTM technology to fix those problems at the system level. At UiPath, that grew into ownership of a $3M global technology portfolio, an international team, and operating outcomes spanning pipeline, productivity, governance, and spend.
At Confluent, the scope grew again. I lead a six-person team across the US and India and an 18-platform, $5.17M portfolio supporting more than 1,500 users.
I also built the GTM AI program from zero. The 2026 resume records 122 production agents and 190+ agents and automations across environments, including 20 multi-agent workforces. The program has $12M in documented annual value and $800K in annualized savings, with governance and a practical path from an idea into production.
The part I enjoy most is still the human part: sitting with the people closest to the work, finding the point where the system stops helping, and fixing that before adding anything new.
How I approach the work.
Make the hard calls visible
A useful system makes it clear who decides, who acts, what signal moves next, and where exceptions go.
Leave people with something they can run
Launching is not the finish line. The work matters when a team trusts it, uses it, and can improve it without me.
Career path
I learned the work from the people stuck doing it.
Frontline sales taught me where systems fail. Every chapter since has been about fixing the cause, not hiding the symptom.
Owned a $3M global technology portfolio and an international team across architecture, governance, integrations, support, and adoption.
That chapter taught me: Adoption is part of the architecture.
Proof of work
$18M pipeline · $720K spend reduction · 52% fewer access tickets