Customer Executive for CEOs who need post-sale revenue control.

I help SaaS, AI, and subscription companies turn retention, expansion, support, and customer data into a predictable operating system.

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Customer Success · Support · Services · Renewals · Operations

$500M+

ARR portfolios managed across complex customer bases

78 → 120%+

~98%

20%+

NRR improvement through signal-led customer governance

forecast accuracy trusted in board-level conversations

cost-to-serve reduction while scaling customers and teams

A quick introduction

It is a systems problem. I turn post-sale into a predictable revenue engine by making retention, renewals, and expansion measurable, governable, and repeatable.

No heroics. No guesswork. No surprises in the boardroom.

A quick introduction

How post -sale becomes predictable, governable, and repeatable

If retention and expansion feel harder than they should, it is rarely a value problem.

The leverage i bring

I replace effort with systems, so founders get control without staying trapped in every escalation.

The goal is not to make the team work harder. The goal is to build a post-sale operating model that produces reliable outcomes as the company scales.

Predictable post-sale revenue

Founder time recovery

NRR and valuation lift

Operational leverage at scale

Data that governs

Teams that execute calmly

I remove founders from day-to-day renewals and escalations without breaking customer trust by making risk, ownership, and next actions visible early.

I reduce cost-to-serve while growing customers by codifying lifecycle motions into repeatable, low-friction plays.

I design customer systems that drive NRR north of 120% and GRR above 95%, improving confidence, diligence readiness, and revenue quality.

Retention, renewals, and expansion become measurable and forecastable with board-grade accuracy, not intuition, hope, or last-minute inspection.

Customer data is used to drive decisions around risk, investment, prioritization, and capacity, not just to populate dashboards.

I build accountable post-sale teams that own outcomes and operate with clarity, even when the company is scaling fast.

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Proof snapshot

What I have delivered, repeatedly.

This is not optimization theater. It is operational control: the kind that makes retention, expansion, support capacity, and board conversations less fragile.

78% → 120%+

~98%

20%+

100%

By making risk and expansion visible early enough to act before revenue moved.

NRR lift

Forecast accuracy

Cost-to-serve reduction

GRR during critical growth phases

Trusted by boards and investors because assumptions were governed, not guessed.

Lowered operating drag while customer and team complexity increased.

Protected revenue quality when execution pressure was highest.

the problem i solve

Customers are renewing, but nobody is fully confident why.

When I work with Seed to Series C CEOs, the pattern is usually the same: expansion happens, support is overloaded, founders are still personally managing escalations, and the system is doing too little of the work.

“We’ll know more next month.”

That sentence is expensive. Not just in churn, but in focus, credibility, hiring confidence, board trust, and speed.

Customers renew, but the team cannot explain what behavior predicts it.

Expansion is relationship-led and opportunistic instead of designed.

Support demand grows faster than the operating model.

The team works hard, but the system produces too little visibility.

Founders remain the escalation path for deals the company should be able to manage.

the shift

My job is not only to build Customer Success. My job is to get founders out of the renewal business without losing control of revenue.

step 1

step 2

step 3

Make risk visible early

Turn motion into muscle memory

Align the company around value

I wire product usage, behavior, support friction, and customer signals into simple health models. No heavy tooling. No science projects. Just clarity.

Onboarding, adoption, renewals, and expansion get codified into repeatable plays, so growth does not depend on heroics or extra headcount.

Support, Success, Product, and Sales operate from the same definition of healthy, so teams stop working at cross-purposes.