Jan 2025 – Nov 2025 · 10 mos · San Francisco Bay Area

• Tealium is the category leader in enterprise customer data - the platform that powers how the world's largest brands collect, unify, and activate customer data in real time.
• I joined as Global VP of Partnerships & Alliances and was promoted to SVP, building what became Tealium's most significant growth engine over five years.
• What I built and what it delivered:
• ▪️ Redesigned the global ecosystem strategy, driving partner-influenced revenue alignment from 40% to 90% in three years - making the partner channel indispensable to the revenue model, not optional
• ▪️ Scaled the Tealium Partner Network to 2,500+ organisations and 50,000+ members worldwide, creating the distribution density needed for sustained net-new pipeline growth
• ▪️ Forged deep hyperscaler alliances with AWS - building the co-sell infrastructure that connected Tealium's platform to enterprise cloud buying motions
• ▪️ Launched partner-led GTM plays across emerging markets, opening net-new regional ARR that direct sales alone could not have reached
• ▪️ Built incentive structures tied to consumption and customer retention KPIs - shifting the program from logo collection to revenue accountability
• What I learned: The difference between a partnerships program that generates 40% influence and one that generates 90% is not the quality of your partners. It's the quality of your internal alignment. When partnerships owns a number the CRO believes in, everything changes.

Jan 2020 – Nov 2025 · 5 yrs 10 mos · San Francisco Bay Area

• Built and scaled Tealium’s partner ecosystem into a key growth engine for the business.
• Key Achievements:
• ▪️ Increased partner-driven revenue alignment from 40% to 90% in three years through a redesigned global ecosystem strategy.
• ▪️ Scaled the Tealium Partner Network to 2,500+ organizations and 50,000+ members worldwide, fueling net-new pipeline growth.
• ▪️ Expanded market coverage by launching partner-led GTM plays in emerging markets, driving regional ARR growth.
• ▪️ Improved partner retention and performance through new incentive structures tied to consumption and customer retention KPIs.

May 2020 – Present · 6 yrs 1 mo · San Francisco, California, United States

• The Revenue Collective is a.private, invitation-only community of sales and marketing executives at growth-focused companies.

Jan 2018 – Jan 2020 · 2 yrs · San Francisco Bay Area

• New Relic became the standard for observability in the cloud-native era — and I spent four years building the partner infrastructure that made it a channel-capable enterprise business.
• I joined to lead enterprise sales for the Enterprise and APJ and was promoted to build New Relic's first indirect revenue team from scratch, and ultimately led Americas Alliances and Channels - the region that drove 88% of global team attainment.
• What that progression delivered:
• ▪️ Built New Relic's first indirect sales motion - creating the frameworks, partner profiles, and co-sell plays that didn't exist before and became the foundation for the global channel
• ▪️ As Head of Americas Alliances, transformed the indirect business into a scalable growth engine delivering sustained double-digit partner-sourced revenue growth year over year
• ▪️ Expanded enterprise penetration through structured joint business planning and QBR execution with Accenture, Deloitte, GDIT, and leading AWS MSPs
• ▪️ Built partner teams and ecosystem infrastructure across Latin America - opening regional markets that had no indirect coverage prior
• ▪️ Unlocked public sector growth by securing FEDRAMP-authorized partnerships, giving New Relic access to federal accounts that required it as a hard qualification
• What I learned: Being first has a cost and a compounding advantage. Building from zero means no inherited baggage, but it also means you have to earn internal credibility before you can spend it. The indirect motion I built at New Relic worked because I embedded with direct sales first - and understood the motion I was trying to complement before I tried to compete with it.

Jan 2017 – Jan 2018 · 1 yr · San Francisco Bay Area

• Promoted to build the first team at New Relic to revenue through the indirect sales model.

Jan 2016 – Jan 2018 · 2 yrs · San Francisco Bay Area

• Led sales teams supporting enterprise US West and Strategic APJ clients for New Relic.

Jan 2018 – Present · 8 yrs 5 mos · San Francisco Bay Area

• Seed-round SAFE investor in Boostup.ai.

Jan 2014 – Jan 2017 · 3 yrs · San Francisco Bay Area

• DX Continuum applied machine learning to IT service management, predictive intelligence for a category (ServiceNow) that was becoming mission-critical infrastructure for the enterprise.
• Recruited by the CEO and CTO to advise on go-to-market strategy and commercial architecture as the company prepared for the next stage of growth. I held an equity advisory role and contributed at board level on GTM process, partner strategy, and revenue model design.
• DX Continuum was acquired by ServiceNow in 2017, where its ML capabilities were integrated into the ServiceNow platform's intelligent automation suite.
• What this role represented: Access to the early-stage GTM conversation at a company moving toward a strategic exit. The ability to contribute at board level — not just in an operating capacity - requires a different kind of thinking: less about execution, more about how GTM decisions compound into valuation and strategic positioning.
• What I learned: The best GTM advice you can give an early-stage company isn't about tactics - it's about what not to do. The founders who win are the ones who stay focused on the motion that works for their specific buyer, rather than chasing every inbound opportunity. DX Continuum's acquisition validated that focus.

Jan 2014 – Jan 2016 · 2 yrs · San Francisco Bay Area

• MuleSoft's Anypoint Platform was the connective tissue of enterprise digital transformation - the platform that connected everything to everything, at a time when enterprise cloud adoption made integration the highest-stakes infrastructure decision a CTO could make. (Salesforce later agreed, acquiring MuleSoft for $6.5B in 2018.)
• I was recruited to run MuleSoft's global ISV sales organization - the team responsible for embedding MuleSoft's platform inside the products of the independent software vendors that enterprises already trusted.
• What the role required:
• ▪️ Identifying and recruiting the ISV partners whose customer base and product architecture created a natural distribution path for MuleSoft's platform
• ▪️ Structuring commercial models that gave ISVs a genuine incentive to build on MuleSoft — not just license agreements, but integrated GTM plays
• ▪️ Building the internal muscle for a technology partnership motion that most SaaS companies had never run before
• ▪️ Operating in the pre-acquisition phase, when MuleSoft was winning the integration market ahead of a competitive field that included Boomi, Tibco, and IBM
• What I learned: Technology partnerships require a fundamentally different sales motion to reseller partnerships. You're not selling seats - you're selling strategic alignment. The best ISV relationships I built at MuleSoft succeeded because the partner's product genuinely became better when it integrated with ours. When that's true, the commercial conversation is easy. When it's not, no incentive structure saves you.

Jan 2011 – Jan 2014 · 3 yrs · San Francisco Bay Area

• Dell Boomi was the company that made cloud integration real for enterprises — one of the earliest and most credible platforms to prove that integration could live in the cloud rather than in a data centre.
• I led Boomi's worldwide field sales organisation during the years when iPaaS was still a category we were helping create.
• What that environment demanded:
• ▪️ Running a global direct sales motion inside a Dell Technologies business — with the distribution advantages of Dell's enterprise relationships and the complexity of operating inside a large corporate parent
• ▪️ Selling a platform before most enterprise buyers had a defined budget or business case for it — which meant building the ROI frameworks that helped CIOs and CTOs understand the cost of not integrating
• ▪️ Competing against legacy middleware vendors (IBM, TIBCO, Oracle) whose installed base was deeply entrenched — and winning on agility, time-to-value, and cloud-native architecture
• ▪️ Building and managing worldwide field teams across regions with different maturity levels of cloud adoption
• What I learned: Category creation is the hardest sales motion in enterprise software — and the most valuable experience you can have. When you're selling before the budget line exists, you learn to sell business outcomes, not features. Every enterprise sales role I've held since has been easier because I developed that capability at Boomi.