I spent 10 years at Google across four roles, starting in new business acquisition on Google Ads in Dublin, where highlights included hitting 164% and 153% of quota in separate quarters, and earning the NACE Impact Award for that performance. From there I moved into Large Customer Sales, managing financial services accounts in South Africa and running quarterly business reviews with C-level stakeholders.

I later moved to Tempe to lead Sales Operations for the US agency channel, aligning shared pipelines and forecasting standards between agency partners and Google's internal sales teams. My final role was Sales Manager for Sales Acceleration and Innovation Labs, where I led the go-to-market launch of Local Services Ads: building the quota model, scaling the team from 30 to 75 reps and management from 3 to 9, and exceeding annual targets three years running (115%, 126%, 110%).

Across all four roles, the common thread was operating inside a GTM environment where process discipline and data rigor weren't optional. That standard shaped how I've built every team since.

MarketStar runs Pinterest's SMB and mid-market advertising segment as a managed vendor program. I came in as a third-line leader, directing second-line managers and a distributed organization of 170+ Account Executives and Account Managers, with full revenue accountability for a $100M+ annualized segment.

The mandate covered both sides of the funnel: driving new advertiser acquisition to bring fresh accounts into the segment, and account expansion to grow what was already there. I aligned sales coverage, performance standards, and revenue targets to segment priorities so both motions were pulling in the same direction rather than competing for the same rep hours.

Within three months I expanded the team by 25% while integrating the Canadian and US organizations without disrupting delivery. I established tier-based KPIs and a weekly business review cadence that gave Pinterest stakeholders consistent visibility into performance, and I served as the primary point of contact for SLAs, escalations, and executive reviews.

At Motive, I directed the expansion sales teams covering the company's largest North American customer segment, overseeing second-line and frontline managers across both inbound and outbound. The outbound side was pure hypergrowth: building an organization from close to scratch rather than fixing an existing one, while inbound expansion ran as a steady, established motion alongside it.

Over the course of the role, I scaled the outbound expansion organization from 10 AEs to 103, and from 1 frontline manager to 13, building the capacity models and operating infrastructure needed to support that pace of growth. I introduced a multi-tier customer segmentation model to align headcount, SLAs, and KPIs by account tier, and I owned weekly revenue forecasting up to the CRO.

I also led go-to-market for Motive's payments and FinTech solution, Motive Card, helping expansion teams displace legacy providers within existing accounts. Across both inbound and outbound, the expansion org held 102% average attainment, which is the number I'm proudest of given the scale of the outbound buildout.

At Podium, I led a multi-segment SDR organization across the US and Pakistan, with four frontline managers and a $1.3M monthly pipeline target. Within that org, the Retail segment's sourced bookings attainment was sitting at 76%, and there wasn't a shared standard for territory pairings or pipeline quality there.

I actively managed SDR-AE territory pairings, splitting and merging territories as needed, coached managers directly, and used Gong insights and Salesforce dashboards to get real visibility into what was and wasn't working at the rep level. I also mapped the inbound journey end to end and rebuilt routing, SLA accountability, and handoff standards between SDRs and AEs.

Over 12 months, the Retail segment's sourced bookings attainment moved from 76% to 102%, and the broader inbound rebuild delivered a 2.3× improvement in response-time SLA within 60 days. Neither came from adding headcount. Both came from fixing how the team planned, coached, and handed off pipeline.