I build systems that make retention predictable and growth repeatable.
Over the last 20 years, I have worked at the intersection of Customer Success, Product, and Operations, beginning as a software engineer and growing into leadership roles responsible for revenue-critical customer relationships, global teams, and post-sale transformation. Across that journey, one idea kept becoming clearer: the best companies do not treat retention as something to monitor after the fact. They design for it from the start.
That belief was shaped most deeply during my time at Aprimo, where I led a global services organization supporting roughly 65% of a $100M revenue base. Over six consecutive years, we achieved 100% logo retention while maintaining strong growth and margins. What stayed with me was not just the outcome, but the larger question beneath it: why do so few organizations have a reliable way to reproduce that kind of performance?
Since then, I have focused on understanding what makes post-sale execution repeatable across different companies, industries, and growth stages. The conclusion I kept coming back to was that most organizations expect retention and expansion without giving post-sale the same structural rigor they give sales. They have talented people and useful tools, but not a true operating system. Execution varies by individual, progress is hard to see, and too much depends on heroics instead of design.
CXology was my effort to codify a better way: a structured model for post-sale execution that connects strategy to daily work, defines the moments that matter most, and creates a more consistent path from purchase to realized value, renewal, and growth. At the center of that model is the post-sale pipeline: Identify, Align, Advocate, Intent, and Net Revenue Close.
That pipeline is not meant to mimic pre-sales. It exists to bring the same visibility, discipline, accountability, and continuous improvement to post-sale performance. Combined with integrated plays across the customer lifecycle, it creates a more intentional system for building value, surfacing risk earlier, and making expansion, renewal, and advocacy more predictable.
More recently, I made the decision to move from building CXology independently toward bringing this work into a full-time leadership role. I am most interested in opportunities where these ideas can be embedded inside a company to shape how teams work, how customers experience value, and how revenue is retained and expanded over time.
What you are reading here is the current form of that work—built using AI to translate years of CXology training content, recorded sessions, Excel-based tools, and written frameworks into something more accessible and easier to explore. It is not a static book, but a living system that reflects how these ideas come together in practice and continue to evolve. If you want to understand how it all fits, I would start with Part I, then explore the pipeline, plays, and systems that follow, or simply navigate to what matters most to you. The goal is not just to describe what Customer Success could be, but to make it clear how it works when it is intentionally designed.
I bring a proven record of leading customer-facing and operational teams, translating strategy into repeatable execution, and building systems that help companies move beyond reactive account management toward a more disciplined, scalable post-sale model. I am particularly interested in VP or Head of Customer Success and Customer Operations roles in growth-stage B2B SaaS and healthtech companies.