Beyond Operating Roles

Board & Advisory

Operator experience shapes how I think about execution. Board participation shapes how I think about the business, evaluating decisions at the company level without the pressure of daily operational demands.

Board MemberTechnology Company

Webropol

B2B Survey & Feedback Management Technology

Webropol is a B2B technology company specializing in survey, feedback, and data collection solutions. As a board member, I contribute strategic perspective at the intersection of GTM execution, revenue model design, and organizational scaling.

My role on the board centers on three areas: evaluating how the company's GTM approach is positioned relative to market opportunity, stress-testing revenue model assumptions with the credibility of someone who has operated inside the metrics, and contributing organizational judgment on team structure and leadership capability.

Board participation has sharpened my ability to evaluate business decisions at the company level, assessing investments, market positioning, and leadership effectiveness from a governance and long-term value creation lens rather than solely an operational one.

Board contributions

GTM Strategy

Evaluating go-to-market positioning and sales org design against revenue targets.

Revenue Model

Stress-testing pipeline assumptions and bookings forecasts with operator credibility.

Org Design

Contributing judgment on team structure, management depth, and leadership hiring.

Market Positioning

Advising on ICP refinement and competitive differentiation strategy.

Advisory Board MemberCoaching & Leadership Development

Uuni

Founder Support & GTM Strategy

Uuni is a coaching and leadership development company. As an advisory board member, I support the founding team on their go-to-market framework and service offering design.

Advisory focus

Service Offering Design

Helping shape the coaching programs and services the team brings to market.

GTM Framework Design

Helping build the go-to-market structures the team hasn't needed yet.

Why Board Experience Matters for Operators

Two altitudes. One perspective.

Operator experience alone produces leaders who are excellent at execution but sometimes blind to strategic tradeoffs. The pressure of quarterly targets can narrow the aperture on decisions that compound over years.

Board participation forces a different analytical frame: evaluating organizational capability, market timing, and capital allocation without the week-to-week pressure of delivery. It surfaces questions that operational leaders rarely have time to ask.

I bring both views to every senior leadership role: the operator's precision on execution and the board member's clarity on whether the execution is pointed at the right problem.