the Proof
2008—2012
Started knocking on doors
My sales career started in college selling Cutco knives. I was the number one sales rep in the number one branch office in the country. That experience led me into door-to-door sales, first with Vivint before its acquisition by Blackstone.
From there, I joined EcoGuard Pest Management, where I eventually became VP of Sales. Over more than three years, I helped build and lead the company’s original sales team during a period of rapid growth, helping EcoGuard become the fastest-growing pest management company in Sacramento during my tenure. Most of that growth was driven through door-to-door sales.
2011—2019
Built my first agency
I started my first agency because I loved design and marketing and figured I'd learn the rest. I had zero agency experience at the time, so I relied heavily on word of mouth and SEM to grow the business. We worked with SMBs across a wide range of services, including web design, app development, video production, and SEM/SEO.
We grew the company until it was acquired in 2019 by White Rabbit Group, where I then joined as a Partner.
2019—Current
Then helped scale the next one
When I joined White Rabbit Group, it was 17 people. Through the systems I built and the revenue generated, we scaled past 100 FTEs. The growth largely came from a handful of things I built or rebuilt: agency partnerships, consistent marketing, personalized outbound, and account management that gave the team a clear process for systematically growing organic relationships.
Built the marketing engine
Built the marketing department from the ground up, starting with a marketing coordinator, designer, and copywriter. Launched a podcast that became both a marketing and sales channel, eventually attracting well-known guests in our industry and opening doors that cold outreach alone never could. Supported it with a consistent newsletter, regular social content, and small in-person events and dinners that helped us build real relationships with the exact people we wanted to work with.
Booked 400+ cold meetings
Personally booked. Built the system that made them possible. Started with cold email, then expanded into LinkedIn, newsletters, physical gifts, lunch & learns, and conferences. Eventually built a small team of prospectors, SDRs, and account executives, that went on to book hundreds more.
Recently layered in AI workflows to handle prospecting, research, and nurture. This has lead to a reduction in time to close by 30% and has tripled our outreach volume.
Closed 160+ agency partners
Refined how we positioned ourselves in the market and built the systems for identifying, building awareness, and closing new partners.
The combination of positioning, relationship-building, and process became a major contributor to the company’s 5x growth in revenue.
And 300+ direct clients
In addition to our agency partner program, I built a referral program that drove many direct clients, including Spotify, Carl's Jr, Microsoft, Match.com, The Game Awards, Unreal Snacks, along with many other mid-sized and enterprise organizations.
problems I solve
Most agency owners have the same problem. They're the only reason the business makes money. Every deal, every relationship, every sale goes through them. They call it "business development" but it's actually five totally different jobs.
Marketing.
Content, conferences, case studies, newsletters—the consistent one-to-many communication that gets people to know you exist before they need you. It requires consistency and patience. Two things a founder running a business cannot reliably offer.
Partnerships.
Getting other companies to recommend you. This only works if you keep showing up. Most owners are good at starting relationships but bad at maintaining them over time.
Outbound.
Cold emails and messages to people who don't know you yet. Everyone tries this when business slows down. It requires proactive prospecting with its own cadence and skill set.
Closing.
Getting someone to actually sign. This is hard because it depends on trust and people skills that are really difficult to hand off to someone else.
Account Growth.
Selling more to clients you already have. Way cheaper than finding new ones. Almost nobody focuses on this enough. The real opportunity is in understanding what actually builds long-term, meaningful partnerships, then documenting and scaling those behaviors across the team.
That's the work I do. I take the thing the founder has been holding together through personal effort and turn it into something that functions independently of any single person. Including me.
How I Think
I'm not looking for 10% better.
I've seen 10% better. I want to find people building something that makes everyone else say "that'll never work." That's usually how you know it's worth doing.
Every company should be AI-native already.
Most companies are wasting expensive human talent on low-value tasks like internal summaries, formatting, first drafts, status reports, repetitive production work. None of those things are where trust is built or where clients decide you’re exceptional. Clients remember judgement, taste, and clarity. They remember when somebody solved a difficult problem thoughtfully and made the process feel easier than expected. That part still belongs to humans. The opportunity with AI is not simply producing more work with fewer people. It's producing better work because your team has more space to think carefully, make better decisions, and execute at a higher level.
I want to be somewhere that excellence runs through the whole organization.
Steve Jobs used to insist that the back of the fence be painted just as well as the front. Not because anyone would see it but because you would know. That's the kind of standard I'm talking about. If the quality drops the moment no one important is watching, then it was never quality. It was performance. I want to be somewhere that holds itself to a standard that doesn't need an audience. Where the baseline is so high that unreasonable hospitality and delivery isn't a stretch. It's just what Tuesday looks like.
Speed of learning > years of experience.
I've never once gotten a job because my resume was a perfect match. I built a sales team in college with no sales experience. Grew a door-to-door pest management sales team with no pest control experience. Built an agency with no agency experience. Sold it. Helped scale the next company from 17 people to over 100 with no playbook. Every single time I figured it out by doing it. Not by waiting until I felt ready. Give me the ambitious, fast learner over the ten-year veteran who stopped growing last year, any day of the week.
Being the best in the room is a trap.
Early in my career I had an ego problem. I loved being the most valuable player. Coming in, saving the day, everyone cheering. It felt great. It was also a terrible thing to want if you're trying to grow a business. Because if nobody on my team could do it without me, that didn't make me great. It made me a bad teacher. So I stopped trying to be the best at selling and started trying to be the best at teaching people how to sell. How to market. How to operate. Once I changed my mindset, winning has looked completely different for me.
I don't care what my title is.
My number one priority: do the systems I build produce results? Then after, can someone else run them now? That's it. That's the whole scorecard.
