Think of this as a much more detailed resume. I go job by job, project by project (where applicable) and focus on the outcomes both qualitative and quantitative. The top of the page is most recent.

OpenTable

General Manager, Media

When I took over, OpenTable's media business had existed for three years and had never really worked. Not for lack of inventory or demand, but for lack of being ran like a business. Poor process. No cross functional muscle. A team focused on the trees and never the forest. On my first day we had booked revenue on the books that nobody could actually locate, and we were sitting at a fraction of our target with half the year already gone.

My theory is that when there is too much space, things fall apart. People don't fail because they're bad, they fail because nobody told them what winning looked like this week. So the first ninety days were unglamorous and entirely about installing structure: weekly pipeline calls, real forecasting with real accountability, product documentation so we stopped selling things that didn't exist, and tracking so revenue couldn't disappear again. We went from a fraction of target to roughly half of it booked in a quarter. Same team. Same inventory. Different operating rhythm.

The structure was the easy part. Rebuilding what we were actually selling was harder.

Legacy OpenTable media was essentially one product, sponsored events sold the way you'd sell any placement. That works until it doesn't, and it caps out fast. So we rebuilt the business around a much wider revenue architecture: programmatic and onsite media, data and audience licensing, experiential, B2B media aimed at the restaurant technology ecosystem, category exclusivity, and the restaurant network itself as a channel. Six ways to monetize the same asset instead of one. We relaunched the whole thing formally in February 2026.

The part I'm proudest of isn't the revenue lines though, it's the data product underneath them. OpenTable knows something almost nobody else in advertising knows, which is whether a person actually showed up. Not clicked. Not intended. Sat down at a table. We built diner audience cohorts on top of that signal and wired them to closed loop attribution, which means an advertiser can spend money offsite and we can tell them how many people it put in a seat. That let us price on outcomes rather than impressions, which is a much harder thing to defend internally and a much easier thing to sell externally.

Here's what I underestimated. Standing up a media business inside a company that isn't a media company is about ninety percent organizational and ten percent commercial. The inventory belongs to product. The email channel belongs to lifecycle. The restaurant relationship belongs to sales. In year one, nobody else's compensation plan contains your number, which means every single thing you need requires you to convince someone to do work that doesn't help them. I came in thinking the hard part would be demand. The hard part was internal alignment, and I lost more time to that than I should have because I kept trying to solve it with a better deck instead of a better coalition.

I'm still building this one, so the honest version is that the story isn't finished.

LiveRamp

Managing Director, Emerging Commerce Media

After a few years of selling I stayed selling, but moved into leading emerging commerce media. If Meta, Google and TikTok are mature media platforms, then the delivery apps, the rideshare companies, the casino operators and the hotel groups are emerging ones. My job was helping those companies stand up and scale media businesses of their own, and working with our product team on what we needed to build to make that possible.

The bigger lesson here was learning to mobilize a genuinely cross functional team. I was pulling in product, marketing and engineering to get deals across the line, and for the first time I couldn't do it by out working everybody.

The deal that taught me that was with a major hospitality group I'd worked with for nearly five years. I assumed the business was mine. It was not. Six months, one RFP and a lot of flights to Vegas later we won a multi million, multi year deal to power their advertising infrastructure, but it should have been bigger and it should have been easier. Full story here.

Account Executive

The natural progression from SDR is into a closing role, where instead of opening the conversation you're responsible for the revenue at the end of it. I did well here. Closed the largest deal for a first year rep in company history, became the youngest rep to win President's Club, did deals that ended up in the news, and started building the industry relationships I still lean on today.

The outcomes were solid: roughly $32,000,000 in total business driven, multiple seven figure annual deals.

But what I actually learned was about myself. I loved the game. I loved the arena. And I wanted to be the guy with the ball in his hand at the end of it, because I want the pressure and I want to win. I also learned the mechanics I should have already had before I took the Motionbox job: how to drive a deal forward, how to forecast honestly, how to navigate a buying committee with six people who all want different things.

Sales Development Representative

My first real corporate job. I came in hot, arrogant and lucky.

LiveRamp is a complicated product. The short version: you see an ad on a Meta account tied to your gmail, then buy from that company on an account tied to your phone number, and LiveRamp is what connects those two dots. My job was to book meetings for the reps who closed the deals, which I did almost entirely through cold email.

I think three things made that work. I'd been a media buyer, so I understood what I was selling. I'd spent a stretch writing for a blog on the business of fitness, which taught me to write short when I wanted to write long. And I had almost no fear of failure, because I'd already failed at something much bigger.

I set a few company records here, most deals sourced and most revenue sourced, meaning I sent the cold email that started the conversation. All in, over $22,000,000 in closed won revenue traces back to emails I wrote. I could frame that more impressively. I'm not going to.

This is also where I learned the corporate fundamentals. What EBITDA actually means. How to identify business value rather than describe features. Which KPIs matter and which ones are decoration. I built the foundation here, and learned the rules I'd go on to break.

Motionbox

Co-Founder

Talk about failure.

I somehow talked my way into a role as non technical cofounder of a consumer tech startup doing collaborative online video editing. It was entirely consumer, which was strange, because I came in pitching and promising to bring on B2B clients. Spoiler alert. I did not. It lasted about nine months and then we shut the lights off.

I loved saying I was a founder. Building in public and getting to talk about it scratched something real for me, which is probably why losing it hurt the way it did. And in the moment I learned nothing except anger, resentment, and how to shift blame onto anyone standing nearby. I didn't want to take responsibility for something that was entirely on me.

Later, with distance, I actually learned three things.

I am not a 0 to 1 guy. My role is not to start the company. I don't have that itch or that bone. I am the 1 to 100 guy. I was ashamed of that for a while, and then I accepted it was simply true, and it has made every decision since easier.

Sales and product are not separable. You cannot do one without the other. I was out selling something that did not exist and I could not understand why nobody was buying.

And I learned how to lose while keeping my head. I tried my hardest, I worked sixteen hour days, and I still lost. That lesson has served me repeatedly and I expect it to keep coming back around.

TheConn

This was brief, but I felt it to be important. I was a freelance writer for a fitness/business blog. My role was identifying interesting stories and covering them in the fitness business space. I wrote about how Soulcycle built a cult following, and why CrossFit was failing. But I learned how to write something people read. How to make each word build to sentences to paragraphs to stories. This served me, and continues to serve me, incredibly well.

TJ’s Gym

Personal Trainer and Manager

I'd always been into fitness, an unashamed CrossFitter through and through, but it turns out none of that carries over to personal training. What carried over was talking to people. This is probably where I actually learned how to do that.

More importantly, it's where I met TJ Belger, one of the biggest mentors I've had. TJ had two daughters a year or two younger than me and I think in a lot of ways he saw himself in me. He taught me a great deal, but two lessons stuck.

The first is that people often don't want what they need. Someone wants to lose weight so they go as hard as they can in the gym, when what they need is long walks and slow, patient resistance training. Someone wants to move up in their career so they fire off applications for roles they aren't qualified for, when what they need is to identify one real strength and build on it. TJ taught me how to deliver that message without losing the person. He taught me how to sell.

He also taught me how to fix an industrial heating unit. Still waiting on that one to come in handy.

Team Esface Basketball