My career has taken me through very different business environments, but the work itself has stayed surprisingly consistent.

In the United States, I worked in partnership and revenue roles inside larger organizations, where the commercial machine already existed and the challenge was finding ways to grow within it.

In East Africa, I worked much closer to the build phase. Many of the companies were growing quickly without mature systems underneath them. Commercial teams were expanding, processes were inconsistent, and leadership often lacked clear visibility into what was happening on the ground.

That was the period where I became deeply interested in commercial infrastructure: the systems, processes, team design, and operating discipline that allow revenue teams to scale.

In Europe, the context changed again. The organizations became larger, more layered, and more sophisticated. But the underlying problems often felt familiar: unclear processes, inconsistent execution, poor data hygiene, weak handoffs between teams, and commercial complexity that obscured relatively basic issues.

That through-line is what defines my work now.

I’m most engaged by roles at the intersection of commercial strategy, revenue operations, and organizational design — especially in environments where a company is scaling, entering a new phase of maturity, or trying to bring more clarity and rigor to how revenue teams operate.