Fractional CRO for AI companies selling into enterprise. I rebuild the revenue motion end to end — top of funnel to closed-won.
“Most revenue problems aren’t pipeline problems. They’re architecture problems. The system is the strategy.”
The instinct, when revenue stalls, is to add more — more reps, more sequences, more tooling, more pipeline reviews. It rarely works because the constraint isn’t volume. It’s the way the system is wired.
The companies that compound revenue treat their GTM motion like an engineered product. Inputs are observed. Friction is measured. The model is updated when reality argues with it. That requires a different kind of leadership than “more deals, faster.”
I work with founders and operators who’ve outgrown a generic VP of Sales and aren’t ready — or shouldn’t be — to commit a full-time CRO. The point of the engagement is to leave the system functioning better than I found it, with the people you already have.
I run revenue. Operationally, not advisory.
In an engagement, my approach is invisible to the customer. What they experience is a CRO who unsticks their procurement cycles, gets pilots into production, and turns governance questions into commercial advantages your competitors are too disorganized to claim.
The work shows up where it matters: forecast accuracy, enterprise deals closed, renewals expanded, and a GTM motion that runs without me in the room. The revenue is the deliverable.
I’m looking for the actual constraint. Where deals stall. Which buyers close, which don’t. What the GTM team can say in thirty seconds about the buyer’s real problem. Where the forecast lies. Who the real veto in the buying committee is. Pipeline forensics, not pipeline review.
A revenue motion designed around the buying conversation, not against it. Qualification rebuilt around the accountable buyer. Pricing and packaging aligned to procurement reality. Demo and discovery tightened around what actually closes. Pipeline review discipline established. Forecast cadence that produces accuracy, not theater.
A GTM motion that runs without me in the meeting. Senior commercial hires made or the gap clearly named. Forecast discipline the founder can defend to the board. The redesigned revenue motion as standard practice, not as my project.
The framework that drives the work. Six integrated workstreams — strategy, ICP, messaging, sales process, pipeline, refinement — diagnosed, rebuilt, and transferred to your team across a 60- to 90-day arc.
The commercial path to market.
Possible buyers vs. winnable buyers.
Urgency over curiosity.
Discipline the CRM can’t create.
Conversations that qualify.
Evidence over opinions.
Twenty years in enterprise GTM — carrying number at Oracle; leading sales motions across North America and EMEA at Hitachi Consulting, Slalom Build, and Launch by NTT DATA; building the GTM at Verdant AI; and now operating as Fractional CRO for two AI-native companies scaling across Europe.
The through-line is a single bet: that the companies who win the AI cycle won’t be the ones with the best demos. They’ll be the ones who built the revenue architecture — positioning, deal mechanics, comp, qualification, AI-assisted execution — to convert curiosity into committed contracts at scale.
I’m shaping thought leadership for Fortune 500 buyers, stood up AI agent practices, and shipped enterprise deals across three continents. I’ve also watched promising products die because the GTM motion wasn’t designed for the buyer they actually had. That’s the work I’m most interested in now: the architectural call before the first hire, not the cleanup after.
Currently based in Paris, physically embedded in the Paris market.
AI and ML pipeline built from zero. Moved the business from founder-dependent sales to a repeatable partner-leveraged GTM motion across EMEA and North America.
Of an $18M annual quota. Top 5% national ranking, managing 12 strategic global enterprise accounts.
New bookings selling data platform modernization and IoT integration across North America and EMEA. Average engagement size above $500K.
Recurring newsletter on revenue architecture, enterprise GTM, AI commercial strategy, and leadership for enterprise-AI growth.
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A focused assessment across the six workstreams. Finds the constraint to fix first.
60- to 90-day buildout of the highest-priority workstreams. The architecture phase.
Senior commercial leadership through execution. Ongoing operating engagement.
We start with a focused diagnostic — a short engagement to find the real constraint. Scope flows from what we find, not from a packaged offer. The founders I work best with already suspect the system is the bottleneck and want a senior partner, not a contractor.
Building the enterprise revenue motion: procurement-grade governance posture, EMEA buyer architecture, pipeline routed to defendable executive sponsors.
Rebuilding the GTM motion for expansion: senior sales hires, deal qualification redesigned around enterprise procurement, governance as commercial asset.
If your revenue architecture is the bottleneck — not your pipeline — we should talk.
Take the seat for H2 2026Thirty minutes. No pitch, no deck. If there’s a fit, we’ll know by the end of it. If there isn’t, you’ll leave with a clearer read on the constraint than you arrived with.
