B2B revenue marketing
Most organizations still have strong marketing functions.
Few have built what connects them to revenue.
What follows is how I see those patterns — and how I build from them. It exists for the leaders responsible for making that growth work inside complex, high-stakes B2B environments — and the organizations ready to solve it structurally.
WHAT’S NOW VISIBLE
Accountability has expanded. The structure underneath it hasn’t.
Marketing leaders are now accountable for pipeline predictability, buyer progression, revenue attribution, and coordination across sales, product, and customer teams that weren’t built around shared outcomes — and don’t align around them without deliberate design.
The tools run ahead of the operating model that would make them compound. AI accelerates execution. When the underlying system isn’t connected, speed reveals the fragmentation more quickly.
The board wants a number. Sales wants signals it can act on. The CRO wants alignment. Together, these expectations define a role most job descriptions haven’t caught up to.
Most organizations are still operating inside that gap.
Building what closes it is the work I do.
WHAT BECOMES POSSIBLE
Four shifts follow — the ones that determine whether growth can be managed, not just generated.
METRICS SHIFT TO
SHARED OUTCOMES.
Marketing, sales, and customer teams align on a small set of shared outcomes — pipeline quality, conversion, retention, and efficiency. One definition of success governs how all three operate.
ACTIVITY TIES TO
CUSTOMER PROGRESSION.
Effort connects to measurable buyer progression across the journey. Pipeline quality and conversion become easier to see, manage, and improve.
EXECUTION RUNS AS
ONE SYSTEM.
Handoffs hold, ownership is clear, and decisions run against a shared view of the business. The system surfaces what needs attention before it costs pipeline.
GROWTH STARTS
TO COMPOUND.
Improvements in one part of the system reinforce the rest — better targeting improves conversion, better conversion improves retention. AI accelerates what works.
THE FORMATION
It started in technology and enterprise sales — managing one of the most strategically complex accounts in the portfolio. That early path led into an accelerated leadership track designed not to deepen one specialty, but to build leaders who could see the full commercial equation.
Chief of Staff to the GM. Then, brand leadership across a major business unit. Moving across technology, sales, strategy, and brand before specializing in any one function.
Cambridge added a different kind of discipline — the intellectual confidence to build what doesn’t yet exist. Not reacting to what’s visible, but developing what has no established precedent: connecting ideas across domains, identifying structural opportunity before the market has language for it, and creating from intellectual curiosity rather than from convention. That capacity for innovation — grounded in what exists, reaching toward what doesn’t — shaped how every build since has been approached.
What followed was the application of that lens across four vantage points, each of which changed what I could see.
Four Vantage Points
Carrying Quota as a Sales Leader
Taught me what sales actually needs from marketing to plan, forecast, and trust the pipeline. Not what marketing assumes sales needs. How signals get prioritized in practice, how engagement is interpreted, and what makes a touchpoint commercially meaningful enough to act on.
Designing and Running Marketing Programs at Scale
Marketing activity connects to buyer progression, pipeline movement, and revenue outcomes through a model that leadership can see, measure, and trust. Not reporting layered on after the fact. A structure designed to make commercial impact legible from the start.
Working Inside the Operations Layer
Through work driving digital transformation, I learned that technology is not the starting point. The work begins with the as-is, the business requirements, and the to-be model. Technology follows as an accelerator of a model already designed to create value. That discipline now shapes how I operationalize AI.
Taught me that not all moments matter equally. Some touchpoints are load-bearing — where buyer confidence is built or lost. Knowing which ones, and designing around them deliberately, is what turns a collection of interactions into a progression that advances buyers forward with intention.
Together, these vantage points produce something that’s difficult to develop from any single position — a fuller picture of how revenue system design holds under pressure, where it breaks, and where it has room to strengthen. That’s what changes when you’ve operated inside all of it.
Beyond the Revenue Work
Board Trustee, The Presser Foundation — fiduciary governance, strategic prioritization, and capital allocation across a $90M+ endowment. The discipline of setting direction and making consequential decisions through influence and judgment — not authority — is the same discipline revenue system design requires inside complex organizations.
Barnes–de Mazia Certificate at the Barnes Foundation — a structured discipline in reading what is structurally present before interpretation layers on. And in understanding the choices made on a blank canvas — what to include, what to exclude, how elements relate — that turn intention into a work that holds. That discipline carries directly into my approach to revenue system design
PROOF
Each of these results came from the same discipline — building the capability that connects marketing to how revenue is made, not optimizing the function in isolation.
SAP
€5.4B
pipeline re-engaged
When SAP’s global pipeline stalled, the answer was not another campaign. It was a capability the organization did not yet have — a more intelligent way to reconnect buyer signals, journey design, and digital engagement to revenue progression. Buyer journey mapping through Design Thinking, propensity-to-buy modeling, and digital nurture infrastructure. Four years ahead of broad industry adoption.
This is what connected revenue system looks like before it has a name.
Comcast Business
marketing-sourced revenue
The challenge was not a lack of marketing activity — it was fragmentation. Paid media, search, email, events, web, and sales touchpoints were all in motion but not operating as one system. Connected through shared signals, shared scoring, and a more coherent relationship between engagement and sales action. Not by increasing activity. By designing a stronger execution model underneath it.
This is what happens when architecture replaces assembly.
ABM
25→1,200+
accounts · $43.2M TCV
The real challenge is building the underlying model so it can expand without losing precision or sales trust. Strengthening segmentation, automation, intent activation, and integration into sales planning — so ABM became an operating capability, not a campaign motion. Embedded in how the business approached account planning and growth.
This is what it looks like when a capability compounds.
I bring structure without making the work heavier. I challenge thinking without making people defensive.
And I care deeply about leaving teams stronger, more connected, and more capable than I found them. Because the best growth work does more than produce results — it expands what the organization can do next.