Twenty-five years building sales and revenue organizations, the last three spent owning G2i's GTM motion as it scaled from one staffing line to four business lines: leading pilot discussions, building the team, and shaping infrastructure and positioning, while building the agent fleet that makes me faster and sharper as an operator.
Most revenue leaders can't read a diff. Most technical builders can't run a revenue org. Here's the case for both, made separately so you can go as deep as you want on each.
From one staffing motion to four business lines (human data for frontier labs, managed engineering, and an agent orchestration product), built cross-functionally with finance, engineering, and talent.
Read the GTM record → 02: Agentic SystemsSeven agents handle the operating work behind my GTM job: reporting, chief-of-staff tasks, marketing and social-selling content, and the internal tooling I run the business from.
Read the builder record → 03: Products I've BuiltFrom an internal tool that saves the business real money, to a reverse-engineered save-format tool, to a recruiting-analytics tool built for my daughter.
See what I've shipped →The GTM strategy and the agent fleet aren't two separate hobbies. The fleet is how the strategy gets executed without hiring ten more people to do it.
Patrick changed the sales game at G2i. He elevated how we approached enterprise deals and brought real structure to the most complex ones. Beyond the deals, he invested in the systems that let a team scale — he built out our GTM knowledge base and pushed us to leverage agentic workflows rather than settle for quick fixes.
One thing that really stands out about Patrick is how much he embraces AI and agentic workflows — he's one of the best people I know at using AI to get work done more effectively. He constantly shares what he learns, and because of him, so many people on the GTM team started using AI in their day-to-day work.
I had the pleasure of learning from Patrick about agentic workflows, AI agents, and the broader systems that enable teams to operate more effectively. His democratic leadership style stood out most — he trusted his teams to execute, empowered them with the right guidance, and avoided unnecessary micromanagement.
Every era built the muscle the next one needed. This is the shape of it, not just the most recent chapter.
Individual quota ownership through people management: account management, financial-services sales leadership, and inside-sales management at enterprise scale. By 2012, real depth here meant staying inside one product line for good. Time to test those muscles against a different kind of business.
Left Dell for a faster, more competitive business-process-outsourcing environment built around constant execution against daily, monthly, and quarterly targets. Ran renewal and expansion motions for clients including Google and Motorola, and stood up outsourcing programs across Singapore, Europe, and the UK. Four years of travel and scale that built real leadership range.
After a year of nonstop global travel, a deliberate reset: local territory, an enterprise HR and payroll consulting motion, and time to actually be home. Won President's Club along the way, proof the slower pace didn't cost performance.
Traded management for an enterprise SaaS quota at a public company, selling content management and integration ecosystems into CIOs and CTOs. Closed the largest deal of that run with MidAmerica Apartments, a full enterprise stack plus an integration partner ecosystem. First real fluency in the technical weeds: APIs, data flow, unstructured content.
Joined a talent-network startup rebuilding how companies staffed engineering talent post-COVID, at margins low enough to matter. The real draw was running a revenue organization instead of reporting into one. Helped take the business from struggling and cash-burning to real scale, before a pivot to a SaaS product changed what the role was.
Built G2i's frontier-lab relationships and its AI-native GTM motion from the ground up, then spent the last year going deep on agentic systems: how agents actually work inside a business, and how to talk about that with both business leaders and engineering teams. Covered in full on the GTM Leadership and Agentic Systems pages. Left in July 2026 for a role that needs both halves at once.