Public Sector Customer Success & Revenue Leadership
I create clarity and consistent execution across the revenue engine.
I work across Public Sector East and LATAM, leading enterprise customer success and renewal work, strengthening forecast discipline, aligning stakeholders, and developing teams that can perform consistently when the work is difficult and the stakes are high.
Scope and results
- $50M+ Portfolio Responsibility
- Public Sector Enterprise SaaS · Cybersecurity
- East + LATAM Operating Scope
- 95%+ Retention Rates
- 97.1% H1 On-Time Renewal Rate · 12% Year-Over-Year Increase
- Monthly OTR Rigor
My responsibility is more than protecting a number. It is creating a clear North Star across the people, customer strategy, and commercial work behind it: leaders set a consistent standard, stakeholders are aligned, risks are surfaced early, and teams know what they own and where they are headed.
One Team. One Direction. Extreme Ownership.
Systems & Platforms
How I Lead
I am at my best in complex environments with a lot of moving parts: strategic customers, multiple stakeholders, competing priorities, unclear account risk, and teams that need a steady, consistent leader.
I build clarity around the work: what matters to the customer, what matters to the business, what is at risk, who owns the next move, and what good looks like. I give the team and stakeholders a shared direction, then work with leaders to make it consistent in the field.
People leadership is a core part of the job. A process is only as strong as the leader who uses it. I set clear expectations, give direct feedback, coach the work, and create consistency in follow-through. The goal is a team that can make sound decisions and own outcomes with confidence.
Selected Work
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Public Sector Revenue Leadership
I lead a $50M+ enterprise customer portfolio across Public Sector East, including LATAM. I have helped establish a more consistent approach to customer strategy, forecast methodology, pipeline inspection, renewal timing, and risk visibility. The team is accountable to monthly on-time-renewal performance, not simply a quarter-end result.
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Refreshed BANT
I brought a refreshed approach to BANT qualification and buyer personas through Refreshed BANT after seeing wrong-persona outreach delay renewals. The work was reinforced through practical objection-handling content and live Q&A to help the team engage the right stakeholders earlier and lead stronger renewal conversations.
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Practical AI Enablement
I designed and led a hands-on AI session at the Renewal Summit and built the Copilot for Global Renewals workshop to help teams use AI in the work they already do, not as a separate initiative.
Leadership Standard
I believe strong teams do not need more noise. They need a clear North Star, a consistent way of working, and leaders who make expectations real.
- One Team
- means we are accountable to each other, work from the same customer facts and commercial plan, and row in the same direction.
- One Direction
- means the priorities are clear, the next move is understood, and the work is connected to the bigger goal.
- Extreme Ownership
- means we take responsibility for the outcome, follow through on our commitments, and do not leave known problems unresolved.
When that foundation is in place, teams move with more confidence, leaders lead with more consistency, and the results speak for themselves.
From My Peers
The work matters. So does how people experience working alongside me.
Certifications
- AI Automation Certification University of South Florida
- Scrum Master Certification Scrum Alliance
Background
Before enterprise SaaS, I worked in law enforcement as a police officer, Certified Field Training Officer, instructor, and oral-board interviewer. That experience shaped how I lead today: stay calm, assess the facts, communicate plainly, and follow through.
