About

I've built three enterprise sales practices from scratch. Each one started with $0 in revenue and the kind of slide deck no customer believed yet.

The first was Mainline Information Systems' Business Analytics group. Five years, $0 to $20M. The next was Sirius Computer Solutions' Big Data and Analytics group, which I took from $20M to $78M in under four years (3.9×). For the last decade I've been at LRS IT Solutions, where I founded and lead the AI, Analytics & Automation group. The specific numbers there belong to LRS, not me. The pattern from the first two carried: build the team, land the early reference customers, and let the practice compound from there.

Before that, technical sales at Red Hat, Oracle, and MicroStrategy. The progression matters: the practice work I do now depends on knowing the products, the channels, and the customer's procurement model from inside, not from a marketing deck.

How I think about this work

Most enterprise AI doesn't fail at the model. It fails at the handoffs: pilot to production, data foundation to sustained use, demo to actual procurement decision. The technical part is rarely the hard part anymore. The hard part is everything that has to be right before the model is even running.

The practices I've built are vendor-neutral on purpose. We've represented IBM, Microsoft, AWS, Cisco, Dell, Snowflake, SAS, and dozens of others, and the practice grows because customers eventually figure out who's selling them what works versus what pays the rep best. That isn't a marketing line. It's the actual reason these practices compound.

I currently maintain more than 80 technical sales certifications across the practice. The certifications matter less than the muscle memory of having to learn a new platform every quarter for thirty-plus years.

Earlier

U.S. Navy electronics technician, 1989 to 1992, honorably discharged. What I took from it: honor in the work, integrity when nobody is checking, an attention to detail that's hard to switch off. It's also why I'd rather lose a deal than sell a customer something that won't deliver.