About the practice
Built on two decades of building.
Melbourne-based, globally operated. Twenty years building post-sale functions across APAC, EMEA and MENA — from first CSM hire to distributed teams.
Previously
- Aconex
- Oracle
- Unifonic
- Revizto
The arc
What twenty years inside the function taught me.
My experience spans early operational build-out, Enterprise expansion phases, and the scaling of international post-sale teams navigating increasing structural complexity. Across these stages, I have seen how Customer Success often begins reactively — and how growth exposes the need for intentional commercially-focused design.
That progression has shaped how I work.
Having worked across regions, growth stages, and at both operational and executive levels, I bring a perspective that connects strategic architecture with practical execution — and the credibility to lead it at every layer.
I work directly with CROs, CCOs, and executive teams seeking to build post-sale organizations that scale with revenue ambition.
Philosophy
Post-sale performance is not a collection of playbooks. It is an operating model.
Hover or tap a block to read the principle in full.
Engagement timing determines Enterprise adoption trajectory.
Adoption is shaped before handoff, not after it. Sales-to-CS alignment in Enterprise motions is where retention is won or lost — long before the account lands with a CSM, and well before the first QBR.
Customer Success must operate with explicit commercial accountability.
These are structural design decisions — not tactical adjustments. When CS is measured on satisfaction alone, it optimises for sentiment. When it's designed with commercial ownership, it produces revenue.
Core beliefs
Four design principles underneath the work.
Each belief is a design principle, not a slogan. Hover or tap to read.
Segmentation reflects revenue potential and strategic value.
Tiering by ARR alone is not a segmentation model. Capacity must be allocated where strategic and commercial impact is highest — not where accounts are loudest or most familiar.
Data is captured and surfaced with intention.
Critical customer data often exists but is not surfaced with commercial intention — leaving decisions to instinct and recency bias rather than predictive evidence.
Architecture precedes execution.
Operating model first, headcount plan second. Teams do not outperform the structures they work inside — and the structure is what makes execution scalable or brittle.
The forecast is the artefact.
The test of a well-designed post-sale function is whether it produces a forecast the CFO can plan around. Directional guesses mean the system is being run on relationships, not design.
Get in touch
The first conversation is a diagnostic in itself.
No agenda. No proposal. Just a clear-eyed look at where the structural gaps are and whether I'm the right fit to address them.