With a proven track record as a Chief Revenue Officer (CRO), SaaS growth consultant, and investor, I specialize in helping SaaS companies achieve scalable, predictable revenue growth through enterprise sales strategies.

Having served as CEO, COO, and CRO across global tech and consulting sectors—including cybersecurity, telecommunications, and retail—I bring a unique blend of leadership experience and operational expertise. I leverage data-driven insights, advanced CRM tools (e.g., Salesforce, HubSpot), and tailored sales strategies to shorten sales cycles, increase win rates, and unlock new revenue opportunities.

My passion lies in partnering with SaaS companies to:

Refine and scale go-to-market strategies for enterprise sales.
Penetrate new markets and close complex, high-value B2B deals.
Empower sales teams through hands-on coaching, real-time feedback, and custom workshops.

Collaboration is at the heart of my approach. I build cohesive, high-performing teams by fostering a culture of continuous learning, open communication, and mutual respect. Through my fractional leadership and targeted coaching, I enable companies to exceed revenue targets, secure long-term client relationships, and achieve sustainable growth.

Whether you’re a SaaS startup looking to scale or an established firm aiming to break into new territories, I can help you unlock your next phase of growth. Let’s connect and explore how I can support your success.

Joshua Behar

Metropolitan Transportation Authority

In my role as the Director of Capital Project Technology Solution Management at Metropolitan Transportation Authority, I lead a team responsible for strategic planning, technology oversight, and project management for capital projects. I managed a team of skilled individuals throughout the Capital Projects Technology Life Cycle, ensuring successful solution transitions for operational integration, stability, performance and resiliency .

DIRECTOR OF CAPITAL PROJECT TECHNOLOGY SOLUTION MANAGEMENT

This position is primarily accountable for both managing and providing oversight to a Portfolio of medium to large-scale inter-disciplinary technology initiatives established by the Chief Technology Officer and Deputy Chief Technology Officer (CTO) through strategic planning and evaluation.  These initiatives are categorized into several major programs such as: Capital Programs, Enterprise Asset Management, Transformation, Cybersecurity and Infrastructure initiatives.
Specifically, this position is responsible for providing management of the technology components delivery of the Capital Program projects for the MTA IT Department.
To achieve this, the position adheres to a structured and consistent project management framework to successfully lead, plan, direct, coordinate, execute, deliver, and implement large and highly complex, cross discipline, and technology programs.
This position establishes and maintains an organization structure, framework and vision plan for the MTA IT focused on program leadership and management.  This position is responsible for standardizing and centralizing portfolio and program reporting for Executive visibility to provide greater transparency on the health of the Capital Program’s Project’s Technology components. All Capital Projects with technology components will be reviewed to ensure that proper rigor, structure and controls are applied to project planning, execution, implementation, and monitoring. This position is directly responsible for ensuring all Information Technology components within the Capital Projects are delivered on schedule and within budget. This position collaborates closely with all the Divisions within the MTA IT department to ensure flawless program execution.

DIRECTOR, PORTFOLIO AND PROGRAM MANAGEMENT : MTA IT Capital

This role is to ensure the downstream technology products, services and applications  from the MTA Capital Division,  are able to integrate into the MTA IT Production Environment. Our inception occurs currently at many different points within the life cycle. Projects that I am currently engaged with are PTC, ESA, amongst a multitude of others.

LEAD : MTA IT Capital 

MTA IT Geospatial Division - Enterprise Asset Management, MTA HQ – INFORMATION TECHNOLOGY 
•	Led and managed initiatives/projects, integrated controls, standards, structure, efficiency and communication that delivered the implementation of collaborative technologies, leveraging Esri GIS, 
COLLABORATIVE TECHNOLOGIES
•	Identified, developed built a cohesive comprehensive Atlassian Confluence structure to align, maintain and identify all necessary resources for the MTA IT GIS Group and integrate with Jira.
PROJECT MANAGER / SMARTPICK - APPLICATION DEVELOPMENT / SIX SIGMA / MICROSOFT DYNAMICS 365
•	Developed a Microsoft Dynamics 365 application which will be implemented by the Maintenance of Equipment of LIRR for streamlining the current job pick process, replacing dependency on the unsupported circa 1999 production DataEase application for job history reporting and qualification tracking. SmartPick was developed as part of the Enterprise Asset Management Six Sigma Program.
PROJECT MANAGER / VIRTUAL TRAIN TRACKING SYSTEM – VTTS 2.1 / METRO NORTH RAILROAD / GEOSPATIAL / ARCGIS / ESRI
•	Built all artifacts, developed business and functional requirements, integrated enhanced Esri GIS capabilities and placed into production Q2 2019 after lengthy QA/UAT cycle to ensure quality and performance. 
PROJECT MANAGER / MNR CAPITAL PROJECT
•	Planned, coordinated and implemented plan to transfer MNR Drawings from Vendor to the MTA IT GIS Servers.
PROJECT MANAGER WEMS (WEATHER EMERGENCY MANAGEMENT SYSTEM) / GIS / ARCGIS
•	Re-designed, and integrated new feature implementation and capability for existing product to enhance capability, accessibility, and performance to better align crews, documentation and staffing resource efforts for all events. Cross Agency LIRR and MNR.
PROJECT MANAGER MTA IT GIS WI-FI READINESS 
•	Architected and scribed the Business Requirements for the MTA Wi-Fi Readiness Application to be used for MNR, LIRR, and DOS.

LEAD COLLABORATIVE TECHNOLOGIES AND SPECIAL PROJECTS - TRANSPORTATION INDUSTRY

ENTERPRISE ARCHITECTURE PRACTICE: DATA GOVERNANCE LEVEL 2 LEAD
•	Implemented Enterprise Architecture Practice with focus on Data Governance Level 2 applications, bound initially with software products Infor, Bentley and Esri to direct MTA on a journey of proper data governance implementation. Designed a road map, analyzed future state and identified gap challenges.

Enterprise Asset Management, IT PMO (Hay Grade B) 
•	Aided the Assistant CIO Enterprise Applications (MTA IT EAM) as Lead of Collaborative Technologies and Special Projects on agency-wide initiatives that lay the foundation for the implementation of a large-scale Enterprise Asset Management systems, covering infrastructure, collaborative technologies, site readiness, and data governance.
DOS SITE READINESS TECHNOLOGY LEAD COORDINATOR
•	Spearheaded a site readiness technology initiative for all agencies spanning 400+ locations and multiple sites to ensure delivery and preparation of locations and interrelated sites with Wi-Fi, Hardware, network switching, power, and furniture for EAM deployment.
LEAN SIX SIGMA – GREEN BELT PROJECT LEAD
•	Built, initiated and led team of 6 people to leverage the Lean Six Sigma DMAIC method to develop a prototype application for the LIRR Manpower (MofE) group to eliminate a high risk, non-supported application. Achieved savings estimated at over >$1m. Enabled ability to increase productivity, manpower availability (over 2800 hours), performance and business audits and pick estimated at >$2m with escalating margins.
PROGRAM MANAGER / LEAD DESIGN, SUPPORT, IMPLEMENTATION OF ENTERPRISE MICROSOFT EAM SHAREPOINT PLATFORM
•	Perpetuated design, support and implementation of all-agency Enterprise Microsoft SharePoint environment. Current project is to incorporate Enterprise Risk and Issue log initially for EAM and then rollout to larger audience.

DEPUTY DIRECTOR, PLANNING, CONTROLS, ADMINISTRATION, TECHNOLOGY - TRANSPORTATION INDUSTRY

Enterprise Asset Management, Mta Hq & Nyct (Hay Grade C)
•	Govern technology, implementation, and configuration management of Enterprise Asset Management. Ensured the needs of Program Management Office's (PMO) by assessing risks, meeting deadlines, and producing quality deliverables. 
PROGRAM MANAGER / LEAD ARCHITECT
•	Utilize collaborative technologies in the development and implementation of Microsoft SharePoint 2013 Enterprise Platform to integrate all agency information, display analytics, project tracking acting as a source of record for all EAM initiatives.
PROJECT LEAD: SITE READINESS TECHNOLOGY
•	Constructed and installed a key initiative to collect site data (technology and environment) to inform the business of its current and technology and environmental state, in preparation of the forthcoming CMMS and implement a remediation plan with larger MTA IT. Drafted:  Business Practice Guidelines for Mobility. Directed integration and use mobility and technology as a tool to function in the daily, monthly and yearly.

DEPUTY DIRECTOR, BUSINESS ANALYST – TRANSPORTATION INDUSTRY

Reactive Products, LLC

•	Delivered successful mobility application for the Joint Switch Inspection/Test 18 utilizing Maximo and Interloc technology platforms. Pitched and installed mobile and wireless technology within the constraints of the NYCT Subway System and field workers. Supported the test environment.
•	Monitored project controls for Foundations, 5309, DCE (Scope, Schedule & Budget) to ensure dependency alignment with objectives, business case, deliverables and project execution. Following cross-industry best practices (Transportation, Medical, Pharmaceutical, and Technology) from the last 20 years concentrating in technology and management integration.

MANAGING DIRECTOR – FINANCIAL INDUSTRY

Time To Know

Ideated and managed execution of strategic plans to optimize Time to Value, mitigate failing technologies, shorten lead times, cut costs, scale rapidly changing business needs, meet all challenges and expectations, and ensure maximum functionality of Time to Know technology infrastructure on a daily basis for each client. 

•	Governed the development services unit to ensure delivery of processes and tools to preform and minimize crashing, failure and lack of production. Described and tracked project milestones while developing, maintaining and reporting on an integrated delivery plan. Integrated multiple fail-safes with both client’s disaster recovery and business continuity needs. Cultivated strategic relationships between stakeholders, client and resources to ensure satisfaction, delivery and trust.

•    Functioned effectively in a broad and comprehensive role including P&L, budgeting, complex project management, DR and BC, implementation and integration management, and sanity testing. Supported +3,600 units daily within New York City School system.

•     Designed all aspects of the startup New York office from the ground up to integration of +4,000 clients; achieved Time to Value from project concept to national implementation within budget and 3-month timeline.

•     Retained $500K to $1M in savings by managing pilots for transition of technical business ownership for New York City Department of Education (DoE) and Grand Prairie School District of Texas. Integrated Time to Know as core replacement within their select technology and educational production environments.

•     Merged Amazon CS3 cloud operational technologies into antiquated NYC DoE (Department of Education) infrastructure by partnering with DoE  to deliver the application in a fast, efficient, and reliable manner.

SENIOR MANAGER of IT – NORTH AMERICA – EDUCATIONAL TECHNOLOGY INDUSTRY 

Miranda Sambursky Slone Sklarin Verveniotis

•   Formulated strategy and led turnaround of under-performing infrastructure, inadequate processes, stagnant receivables and decreasing profit margins. 

•   Directed all operations, finance, HR, and technology for 25 attorneys. Served as highest ranking non-attorney on the management team.

•   Slashed 35% of costs in 5 months by championing an overhaul of the internal technology infrastructure.

•   Augmented ability to pinpoint and rectify points of weakness and define improvement goals by creating processes, procedures, and documentation for all operational aspects.

•   Initialized and managed the Great Western 401K plan.

•   Catalyzed reliable remote access and enabled high availability of information while protecting critical data by leveraging Amazon cloud services; established robust disaster recovery and business continuity plans.

•   Boosted performance, reliability, and future capabilities by pioneering a data center for all technology operations as well as rewiring and rebuilding internal facilities.

•   Installed proper disaster recovery and business continuity design to ensure firm operation, partnered with Seagate i365.

CHIEF OPERATING OFFICER – LAW

University of Sint Eustatius School of Medicine

•   Governed all aspects of operations and the University including Information Technology, Admissions, Administration, Contract Negotiations, Expansion Initiatives, and Marketing.

•   Re-engineered and rebuilt the entire campus technology infrastructure by integrating circuit and load balancing, real-time remote video conferencing, switching and shared collaborative and administrative platforms: 700K.

•   Recouped 4 years of losses and created +300% profit growth as well as boosted enrollment by 57% in the 1st year to capacity. Maintained enrollment for 8 consecutive semesters through reconstruction of Sales and Marketing, as well as leveraging e-marketing strategies and direct marketing.

•   Bolstered enrollment numbers and spawned a waiting list by designing innovative internet marketing strategy including search engine optimization (SEO) to achieve immediate return on results.

•   Enhanced productivity, connectivity, and performance for all staff while achieving high Time to Value by implementing Amazon Cloud Computing solutions for all critical international database applications.

•   Broadened funding capabilities for advanced technologies while cutting overhead technology costs and increasing technology capabilities. Opened up donations from Alumni and other supporters specifically for the technology initiative; rebuilt the infrastructures to be more efficient, with better performance and capability; leveraged knowledge as a technology SME and certifications; all work was done in house.

•   Initiated a 24x7 support system for all students with associated KPI’s to ensure student productivity.

CHIEF OPERATING OFFICER – EDUCATION & EDUCATIONAL TECHNOLOGY

All County Business Solutions

•   Drove a technology team through integration, implementation, DR/BC and support. Specialized in leveraging E-Rate guidelines to provide clients with most advanced and effective technology for their unique needs. 

•   Increased efficiency, productivity, and availability of educational assistance in educational facilities through redesign. Developed infrastructure management and controls to increase productivity and capacity of projects. Analyzed, designed, and/or procured equipment for all projects.

•   Expanded company revenue and profitability by transitioning ACBS from a transactional-based business to a service-based provider; opened numerous new accounts in small business and education sectors.

•   Procured a 25% revenue increase during a critical business period by overhauling the entire company technology infrastructure, rebuilding facilities and storage, and leveraging advanced technologies.

•   Delivered extensive savings in operational technology costs and energy to clients by integrating Intel blade technology into large internal and external educational environments and small businesses.

•   Elevated revenue and productivity of summer-based projects by 50% through reengineering processes and programs to streamline operations, as well as integrating ITIL theory and flexible resourcing.

•   Served in a vital role in the business development process by aligning needs and goals of customers with technology vision and capabilities to create solutions driven by all critical factors.

SENIOR DIRECTOR INFORMATION TECHNOLOGY – TECHNOLOGY INDUSTRY

Barton & Polansky Associates

•   Oversaw all aspects of daily operations and technology to drive business initiatives; included implementation, execution, integration, and process management. 

•   Standardized protocol, procedure, and equipment of all associates and integrated workflow, data protection, and enhanced capabilities to maximize productivity.

•   Guided the business to become 1 of only 5 companies to pass a major technology audit for Y2K and system compliance and receive Novartis preferred status; resulted in massive influx of new business.

•   Created and established collaborative information systems to resolve issues as well as data mine in-congruent data to provide in depth analytical accessibility to daily operations and performance.

•   Steered the company through 9-11 aftermath in order to maintain critical business processes and functions by integrating eclectic systems and methodologies and establishing reliable communication.

•   Built new robust databases and application servers providing high availability operational programs such as SAS and MAS90 within a secure Internet configuration.

•   Attained 100% alignment and integration of Federal Code 21 CFR Part 11 requirements into the operational and technology environment.

SENIOR VICE PRESIDENT TECHNOLOGY and OPERATIONS – PHARMACUETICAL INDUSTRY 

Business and Technology pacesetter with 20+ years of success strategizing and leading organizations at the brink of change and growth. Strong abilities to perform different roles from business to technology. History of leveraging and emerging technologies, uncovering opportunities, and directing trailblazing strategies to improve operations, develop leading-edge products and increase marketability for forward-moving companies. Gained a reputation for being an enthusiastic and engaging individual who can quickly transform the performance of any Informational Technology department and business department. Deep expertise in business management strengthened by intellectual curiosity and grounded in real-world technical experience, providing the foundation for next-generation ideas, development, and implementation. Recognized for collaborative leadership style, proactive, approach, and keen ability to effectively translate complex operational concepts into tangible action plans. A proven leader with a strong executive presence, capable of blending big-picture viewpoints with tactical considerations to inspire, build trust, and achieve record growth.

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