That's the proof, not a promise — and one story of several. I've driven $400M+ in revenue on systems like it, and I've sold to 2,000+ operators exactly like you — so I know how you buy.
No other growth exec can write both lines. Most have sold to VPs of Marketing at software companies their whole careers — they've never been in your lobby.
Ford and BWAY at FactoryFix; Waste Management and Walmart and 2,000+ $10M+ businesses at Shiftgig. I know how you evaluate, what procurement looks like, and what makes you throw a pitch in the trash — because I spent fifteen years earning signatures like yours.
$400M+ in revenue driven across companies that grew — and kept growing — on a system the team ran, not a founder in the building. That's the mechanism, and it's the one I build inside your business.
Not a pitch — a record. Specific results a diligence team could check, each one built on a system the team runs with or without me in the room.
The revenue engine kept producing at scale across 2,000+ traditional operators and 20,000+ SMBs — Waste Management, Walmart, and the regional businesses underneath them — and the company was acquired.
Took a consumer-hardware company losing $40K a month to profitable in 60 days, created the under-desk fitness category, and built the engine behind a $100M exit.
A supply-side engine for a B2B marketplace (Unilever, Nestlé, Coca-Cola) that ran on system, not heroics — growth that led to a majority-stake recapitalization.
Restaurant and facilities operators — the prove-it-works-before-I-pay buyer. Repositioned into a larger category and rebuilt the growth function around it, securing a $19M Series A.
Rebuilt paid acquisition (NASDAQ: REAL) from a cold restart and brought the team in-house — holding 7× ROAS as spend grew from $300K to $2M+ a month, and cutting CAC 40%.
The freedom to step back is the first payoff — but it's not the only one. When you do decide to sell or hand off, a buyer values your business on a multiple of its earnings, and that multiple moves on how much of the revenue survives your departure. Owner-dependent revenue trades at a discount; a transferable engine trades at a premium.
Two of the companies I built were acquired for exactly that — the revenue repeated without the founder, and buyers paid up for it. On a business doing eight figures, a single turn on the multiple is worth millions, more than years of operating margin. It's measured against your sale price, not your lead volume.
Not a strategy deck. A working system a buyer can inspect, verify, and keep after you leave.
Documented and transferable — not carried in your head, your relationships, or your calendar. The engine leaves with the sale, not with you.
SEO, content, and lifecycle that keep producing after the ad spend stops — so revenue doesn't reset to zero the month a buyer takes over.
Pipeline discipline and numbers a buyer can inspect and trust. Predictability you can prove on paper, not assert in a pitch.
CAC, LTV:CAC, and payback moved to numbers that lift enterprise value — not just a bigger, more expensive top line.
This work earns its keep in a specific situation. If three of these four sound like you, we should talk.
Traditional businesses — services, manufacturing, distribution, facilities, healthcare — where the owner still is the growth engine.
Far enough out that engineering predictability actually moves the multiple; close enough that it's the priority.
Relationships, referrals, and your presence in the room. A buyer discounts exactly that dependence — and pays a premium for a system that survives your departure.
You've had the assessment and the framework. What's missing is someone who builds the revenue engine those tools only measure.
I build the revenue engine that keeps producing after you step back — documented, transferable, and verifiable — so the growth is an asset a buyer can underwrite instead of a risk that leaves with you. Advisors, exit planners, and EOS coaches assess and framework the business; none of them build that engine. That build is the whole job.
Buyers pay a premium for revenue that is predictable and transferable, and a discount for revenue that walks out the door with the owner. On a business doing eight figures, a single turn on the multiple is worth more than years of operating margin — which is why engineering that predictability before you go to market is the highest-return work left in the company.
Because this isn't marketing spend — it's engineering the asset you're about to sell. The return isn't measured in leads or impressions; it's measured against your sale price. The proof is on the record: two of the companies whose revenue systems I built were acquired, and the revenue repeated without the founder in the building.
I've sold into more than 2,000 traditional mid-market operators — from Ford and Walmart down to $10M regional businesses — and landed Ford and BWAY at FactoryFix. I know how you evaluate, what procurement looks like, and what makes you throw a pitch in the trash, because I spent fifteen years earning signatures exactly like yours.
Yes. I'm based in Chicago, but this work is national — the engagements are built around your business and your buyers, not your zip code.
The first conversation is a diagnostic: where your revenue depends on you personally, what that dependence costs you at exit, and whether engineering it out is worth doing before you go to market. If it isn't the right move, I'll tell you.