Modelist.me - New Product Leadership for First-Time Founder

Client Problem:
Modelist builds custom financial asset models for independent personal finance professionals. Until now, their clients had to either construct portfolios from scratch or purchase expensive, rigid models from private banking firms. The business relied heavily on manual processes but was ready to scale. The biggest gap was customer demand for a web-based, self-service experience.

What I did: 
After quickly learning the business model and customer needs, I worked closely with the founder to scope the MVP and make the tough decisions needed to ship something quickly. I led the development team throughout the build, translating between business and engineering to keep everything on track.

Outcomes:
  • Launched MVP and released it to customers
  • Rewrote the sales team’s go-to-market story to better reflect a tech-enabled offering
  • Helped the founder raise an angel round and define the company’s growth strategy



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DSPWorkplace - New Product Opportunity Analysis and Scoping

Client Problem:
DSPWorkplace offers scheduling and collaboration tools for DSPs — the companies managing last-mile delivery for logistics firms and retailers. When the market leader updated their vendor program, a clear opportunity opened up to expand DSPW’s product suite. The founder, caught up in daily operations, didn’t have bandwidth to dig into user needs or define a compelling offering.

What I did: 
I quickly validated the opportunity through competitor research and direct interviews with users and buyers. From there, I created a market assessment, mapped out ideal customer profiles, and defined the essential features needed for success. I then delivered high-fidelity prototypes and a detailed requirements document to clearly communicate the product vision to the team.

Outcomes:
  • Enabled the founder to understand the opportunity and scope with a short, affordable engagement
  • Product was built and launched with minimal follow-up until I rejoined for QA and UAT
  • DSPWorkplace projects $200K in additional revenue in year one




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Stylemark - Portfolio and Market Assessment Consulting

Client Problem:
The President of a metal fabrication and custom anodizing manufacturer was facing two critical challenges: an overly broad product catalog and heavy client concentration. The business lacked the internal expertise to rethink its strategy, and there was no clear plan to narrow the target market or drive sustainable sales growth. With retirement on the horizon, the President needed a path forward that would leave the business in a stronger position.

What I did: 
Over the course of a three-month engagement, I conducted in-depth interviews with key stakeholders and performed a thorough analysis of the company, its market, and its competitors. We delivered a comprehensive strategic assessment to the President and CFO, including clear recommendations and actionable next steps.

This process led to multiple initiatives designed to support the President’s retirement goals and position the business for long-term success.

Outcomes:
  • Identified that operational inefficiencies, not sales or marketing, were the primary reason for flat revenue. We sourced a new Director of Operations, which enabled the company to reactivate a third shift.
  • Recommended a focused repositioning of the company, including reducing the number of marketed products and services. This led to a complete website overhaul and messaging revamp.
  • Provided succession planning options, including identifying internal and external candidates and updating the corporate structure to attract high-level talent.



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Click Contracts - Product Led Growth Implementation

Client Problem:
A successful real estate team owner built a contract automation tool to speed up transactions and ensure compliance across his team. It worked so well in his company that he brought it out to the rest of his local market. He wanted to expand nationally and find a go-to-market strategy that would resonate beyond his existing customer base.

What I did: 
Given the nature of the product and user base, I recommended moving from an account executive-driven GTM approach to Product-Led Growth (PLG). We launched a self-serve free trial flow supported by in-app prompts and messaging. I also led early top-of-funnel experiments and delivered a product assessment to identify changes needed for national rollout.

Outcomes:
  • Defined, built, and launched PLG motion within 45 days
  • Immediate user conversions began following the launch
  • Product audit showed saturation in the home market; further marketing spend would be inefficient without new product enhancements
  • Introduced a layered GTM strategy combining PLG with executive-to-executive sales, using the founder’s network to create scalable sales opportunities




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Versare - Go-to-Market Consulting

Client Problem:
The Vice President of Sales at a manufacturer of space management products (including movable walls, temporary flooring, and buildable wall blocks) needed to shift away from a heavy reliance on first-time buyers acquired through digital ads. At the time, 90 percent of revenue came from ad-driven, one-time sales. Rising ad costs and decreasing effectiveness made this approach unsustainable.

While the company had a strong product offering and high customer satisfaction, it lacked customer segmentation and had not implemented a strategy to engage past buyers for repeat or larger purchases.

What I did: 
I began with a month-long deep dive into the company’s products, operations, culture, and sales strategy. Through that review, I identified an opportunity to support the VP of Sales’ vision with a structured product marketing approach.

We focused on customer segmentation by use case, identifying where previous buyers could be grouped and targeted more strategically. To ensure the plan was repeatable and scalable, I selected one high-potential segment and mapped out the exact steps needed to pursue it. This served as a live model for how the VP of Sales could apply the same strategy to other segments.

The goal was also to make the case for hiring dedicated support. I delivered a clear plan, job description, and resourcing model that led to an internal hire.

Outcomes:
  • Developed and implemented a go-to-market playbook for targeting customer segments
  • Hired a Product Marketing Manager based on the job description and role definition I provided
  • Diversified revenue sources by applying segment-specific positioning across key markets



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Match Tracks - Go-to-Market Consulting

Client Problem:
A family-owned logistics company had developed proprietary software to manage bulk commodity shipments and had begun offering access to their clients. However, they recognized that growing this new line of business would require a more intentional sales and marketing approach. Lacking both marketing experience and technical capabilities, they needed support to take the next step.

What I did: 
I started by gaining a deep understanding of their business and the problem their software solved. This included interviews with leadership and observing live sales demos to hear firsthand how they positioned the product.

From there, I created comprehensive positioning and messaging guidelines to guide all future marketing and sales efforts. With that foundation in place, I led a project to redesign both their software product website and the logistics business site. The goal was to modernize their web presence and give them full control over content updates through a user-friendly CMS.

I also wrote the new site content based on our messaging framework and helped them update their sales deck, including the creation of a new infographic that clearly communicated the value of their business to prospective customers.

Outcomes:
  • Delivered clear positioning and messaging guidelines to support consistent marketing execution
  • Launched two modern websites on a new content management system
  • Updated sales materials, including a new visual infographic that helped define their business for customers






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