Sales Execution and Product-Led Growth for Building Products Companies

I’ve spent 28 years building things. 18 of them in building products.

I started as a mechanical engineer designing physical products and systems. Then I moved into the field, testing and certifying products, training installers, and learning what happens between the spec sheet and the job site. From there I went into sales, became the top commercial rep at a national manufacturer, and built a $6.4M pipeline in 18 months. Then I took over a struggling business unit as VP, and grew it from $166K to $3.4M in revenue, negative margin to 78%, a $1.2M pipeline to $40M.

That arc is what I draw on now. My consulting work helps building products companies close the gap from spec to scale. My training work helps their sales teams learn to win in the field. I can map it because I have stood at every link in the chain: designer, certifier, trainer, rep, executive.

Most building products don’t fail because they’re bad. They fail in the handoff between the architect and the GC, the GC and the installer, the installer and the inspector. That gap is where I work.

If something in my story resonates, or you’ve watched a good product struggle in the market  for reasons that had nothing to do with the performance, let’s have a real conversation. Sometimes that’s all it takes to start building what’s next.