Track record

Thirty-plus years selling complex enterprise technology into retail, brands and CPG.

As a seller, a regional leader, a global sales leader, a VP of Sales who built a go-to-market from zero, and Client Director on Toshiba’s single largest client globally — a $100M+ account. The deals I have worked and sold.

Book 30 min — map where sales is stuck

$1M+ dealsclosed at every company I’ve sold for — Amtech Process Systems, JBA Software, ATG, Demandware, Adobe, hybris, IBM, Toshiba, Kibo

$100M+ a yearBook of business I ran at Kroger as Toshiba’s Client Director — Toshiba’s single largest client globally. Senior access across C-level and VPs — including the call when a store couldn’t transact.

IBM’s largesteCommerce and order-management deal in company history at the time — Kroger

Companies I’ve sold for

01 The inspiration

Standard AI — my inspiration to start Fractional Sales Experts

The situation

An autonomous-checkout company that had to pivot: away from checkout, toward computer-vision behavioral analytics for the physical store, sold to enterprise retail. A three-person commercial team — no SDR, no sales engineer, no in-house marketing team. I reported to the CEO as VP of Sales and rebuilt the entire go-to-market. Doing all of it, from zero, as a partner to the CEO or Founder is what convinced me a founder doesn’t need a bench to reach the enterprise — they need one person who has done it. That is why this practice exists.

What I helped run

ICP across five verticals with an eight-persona buyer map
Positioning built on the Visual Engagement Score — never a point solution, always the connected-store data layer
A scorecard of the entire vendor field against the IAB/MRC attention-measurement guidelines
A Big Four consulting alliance taken from kickoff to co-sell
An exclusive hardware partnership, built from scratch
An SI co-sell ecosystem, with partners qualified out as well as in
Roughly fifty playbooks, discovery frameworks and enablement documents
Signal-based prospecting and a competitive-displacement engine against seven named competitors
Trade shows and events as a pipeline channel

Milestones

Ninety days, from zeroWhat a go-to-market looks like when a partner to the CEO builds it end to end.

First 30 daysICP, positioning and buyer map written. CRM rebuilt. Competitive scorecard done.

Inside 60 daysPartner motion live. Exclusive hardware partnership signed. First co-sell webinars delivered.

By month threeQualified enterprise pipeline across the five verticals. Big Four alliance in market. Enterprise RFI responses delivered.

02 The deals I have worked and sold

The deals I have worked and sold.

Every step up was the same kind of sale into a bigger, more sophisticated buyer — more stakeholders, more procurement, more at stake. I’ve run each rung of that ladder, so I know what changes at every one.

Deal size, across thirty yearsLargest deals closed or managed at each stage of my career.

$300KSold tons of these — table stakes these days

$1M+At every company I’ve sold for

$5MEnterprise deals into national retailers and global brands

$10M+Huge deals — complex ERP, ecommerce, analytics, OMS, supply chain. Many of these. Even $30M software deals.

$100M+A year — the Kroger book I managed for Toshiba Global Commerce Solutions as embedded onsite director at Kroger’s BTC

03 Selling globally

Kibo Commerce

Composable commerce, Order Management, subscriptions and returns. I ran global deals across North America, South America, Europe and Asia.

Full-cycle enterprise pursuits with multi-brand buyers — PLBY Group, Topgolf Callaway Brands and Pura among them — including Kibo Order Management across D2C and B2B, live in under five months.

Why it matters to you: selling an established platform against newer entrants means selling against doubt about the vendor, not the product — the objection most emerging companies face from the other side, and don’t know how to answer.

04 Inside the retailer

Toshiba Global Commerce Solutions

Client Director for Kroger — Toshiba’s single largest client globally, and America’s third-largest retailer. $100M+ in annual bookings. I managed the team inside a support organization of roughly 900 people, badged on-site at Kroger’s Business Technology Center, meeting weekly with the CIO and daily with the VPs and directors who run the stores’ technology.

Point of sale is mission-critical: when it’s down, the store can’t transact. I ran the relationship at that altitude — the self-checkout program, the 2020 curbside rollout across the chain, the innovation workshop, QBRs with the client and with our vendors, quarterly product reviews in Japan, and deep partnerships with Toshiba’s technology partners and Kroger’s.

Why it matters to you: the Kroger seat let me watch other sales organizations come in and sell — well and poorly. It is a rare education: I know what happens when you’re not in the deal, and what it takes to be the vendor they keep.

05 Where I learned this

Nine companies. One kind of sale.

Every one of them sold complex technology into large, sophisticated buyers. The company changed; the sale didn’t.

Client Director on Kroger, Toshiba’s single largest client globally — $100M+ in annual bookings, inside the retailer’s own technology headquarters.
The largest eCommerce and order-management deal in IBM’s history at the time — Kroger. Among IBM’s top global sales performers.
Global enterprise deals across four continents — PLBY Group, Topgolf Callaway Brands, Pura.
Hit number every year, through the SAP acquisition.
Led Midwest sales. Bass Pro Shops, Abercrombie & Fitch, Cabela’s, Carhartt, Luxottica, Sherwin-Williams.
Early employee. 2007 Salesperson of the Year and the largest deal in company history; ran the Central region.
eCommerce, early. Cabela’s, Bass Pro Shops, P&G, Ford, Hilton, Fifth Third Bank.
ERP into repetitive and discrete manufacturing — Brunswick, Thermo Fisher, Lear, Medtronic. My first truly complex enterprise sale.
Amtech Process SystemsDesign engineer, then Regional Sales Manager. Factory-floor systems sold from the shop floor to the C-suite.

06 Repeat buyers

The same buyers kept buying from me.

In enterprise sales this is the proof that matters: the relationship outlasted the employer. The number is how many different companies each of them bought from me at.

×3 companies

×2 companies

06 References

Shared on request, not published.

The people who vouch for me are running companies, and I protect their time. Tell me who you are and what you’re evaluating, and I’ll open the page to you.

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