I’m here to help you grow. I’ve done it enough times that I bring the tools.
I’ve spent thirty-plus years selling complex enterprise technology into retailers, brands and CPG — commerce platforms, order management, point of sale, supply chain, and now AI and computer vision for the store. Always the enterprise sale. Always to large, sophisticated buyers who could have chosen someone bigger.
Small companies that became very large. The biggest brands in software. Deals that set records.
I started at Amtech Process Systems — a very small company that became a very large one and was acquired. I’ve seen that pattern, and worked inside it, more than once since: an early seller at Demandware, and at ATG and hybris — three companies that went on to be acquired by Salesforce, Oracle and SAP. I love the high-growth trajectory of companies like that, and I know it takes a particular talent to get in early and do the hard work.
I’ve also sold for the biggest brands in enterprise software. I led Midwest sales at Adobe, and at IBM I closed the largest eCommerce and order-management deal in the company’s history at the time. At Toshiba I ran a $100M+ book of business for Kroger — Toshiba’s single largest client globally — from inside the retailer’s own technology headquarters. At Standard AI I rebuilt the entire go-to-market for a computer-vision company that had to pivot its product, reporting to the CEO. So I know what it is to sell with no brand behind you, and what it is to sell with a huge one — and the two are different jobs.
What that adds up to is a set of tools, not a theory: how to define the ICP and the buyer map, how to find the economic buyer and the veto, how to get through procurement and an RFP, how to hire the first sellers and in what order, how to build a forecast a board believes. And the judgment to know which of those your company needs this quarter.
From the shop floor to the eCommerce storefront to the in-store experience.
I started in manufacturing technology — factory-floor systems, then ERP and MES into repetitive and discrete manufacturing — and moved to eCommerce early, at ATG in 2002, when it was the next emerging technology. From there the stack kept widening: commerce platforms through three acquisitions, order management and supply chain at IBM, point of sale and self-checkout inside America’s third-largest grocer, composable commerce, and now computer vision and AI for the physical store.
What that leaves me with is depth across the whole retail and commerce technology landscape: commerce and composable, OMS and fulfillment, POS and self-service, supply chain and inventory, PLM and MES, CMS and DX, analytics and CX, loss prevention, vision systems and AI. I know how the pieces fit, which ones your buyer already owns, and where yours has to land. Every step was the same kind of sale into a bigger, more complex buyer — an emerging technology a large company had to be convinced to trust.
The same challenges, every time. Standard AI was the inspiration.
Every emerging technology company I’ve sold for hit the same wall: a product that was ahead of the market, a founder or CEO carrying the selling, and an enterprise buyer that needed to be shown a process before it would trust a small vendor. It isn’t one company’s problem. It’s a reflection of the industry — the challenge every young technology company faces on its way to the enterprise.
Standard AI was the inspiration for Fractional Sales Experts. Building the whole go-to-market for a computer-vision company through a product pivot, from zero, as a partner to the CEO — the ICP, the positioning, the partner ecosystem, the playbooks, the forecast — showed me something I’d suspected for years: a founder doesn’t need a bench to sell into the enterprise. They need one person who has done it, brings the tools, and will do it with them. That is the practice.
I have an absolute passion for helping young companies do awesome things. Setting the company up right. Defining the ICP. Mapping every buyer and the pain across the enterprise, from CEO to VP to CFO. Getting through procurement. Running the RFP. Showing up as an enterprise company before you are one. I’ve done every piece of that, and I’ll roll up my sleeves and do it with you.
For the founder, not around them.
- You keep decision rights; I keep you informed and honest.
- Straight answers, including the ones you won’t like — starting with whether you should hire me at all.
- In the deals, not on the sideline — and out of the meetings that only feel like they need you.
- Everything is documented. The process survives both of us.
Why “Experts” is plural
Fractional Sales Experts is built to become a house of fractional specialists for emerging technology companies: people I’ve sold alongside for years — partnership builders, marketers, enterprise sellers, search and AI-visibility specialists, market-entry operators — brought into your engagement when the work needs them, under my direction and my accountability.
Today it starts with me. You will always know who is on the work, and I answer for every one of them.
Scottsdale, Arizona. The Ohio State University. Fully remote, glad to travel.
Thirty minutes. Bring the deal you’re worried about.