Jonathan Moss

Experity

Leading a team of senior Growth, GTM and Data leaders focused on establishing new growth vectors, building go-to-market strategies for the established and new business, and optimizing the system (data, process, and technology) that underpins the revenue machine. 

2024 results: 
↳ Grew top and bottom line by double digit % (first time in since 2021)
↳ Exceeded annual plan in revenue and EBITDA 
↳ CAC payback <12 months 
↳ LTV/CAC 5:1 
↳ Increased volume and conversion rates at every stage of the bowtie while decreasing sales cycle time across all product and service mixes 
↳ Reduced time to install by 2.5x 
↳ Reduced churn by 50%
↳ Launched 2 new revenue streams 

My teams are responsible for the following: 

Growth: establish growth vectors (e.g. adjacencies, new categories, product innovation), build out a 0 to 1 business within our incubator, and launch go-to-market 

Go-to-Market Strategy & Planning: planning and execution to accelerate durable growth across our platform of products/services 

GTM Operations: building, managing, and optimizing our GTM system that underpins our revenue factory. 

AI: building and implementing AI strategies across the GTM team, product and service lines. 

Data: structuring, aggregating, analyzing and providing insights for the GTM teams that drive our strategic decisions and operations. 

Revenue Enablement: accelerating employee productivity and knowledge across all GTM teams.

EVP - Growth, GTM Strategy and Operations

Established and lead the Executive AI committee comprising CTO, SVP of Strategic Partnerships, Chief Medical Officer and SVP of Technology. 

Implemented 5 AI initiatives 
2024/2025 roadmap for 10+ initiatives

Executive Chair - AI committee

OpenAI

Forum Member

Pavilion

Co-Chair AI in GTM

Executive Member

Winning by Design

Revenue Architect & GTM Ambassador

AI Business Network

Co-Founder

MetaVRse

✅ 140+ Metaverse / Web3 Products and Projects 

🌎 9 World-Firsts

💻 1 Award-Winning, Proprietary 3D Creation Platform (Metaverse, Web3)

👩‍💻60k+ Creators

♟️Established strategic partnership with Microsoft

Founding Team, Executive Board Member & Strategic Advisor

Led global vision, strategy, and execution for all facets of revenue generation, go-to-market, operations, customer success and product management within a high growth technology industry.

🚀Launched the Metavrse Engine from stealth April 2020 including SaaS and professional services. 

✍️Negotiated and Signed deals with Siemens Healthineers, Samsung, MasterCard, JP Morgan and other Fortune 500 companies. 

📚$2M+ booked revenue in the first 12 months. 

♟️Established strategic partnerships including NVIDIA, Qualcomm, EPIC Games, Meta (formerly Facebook), and Autodesk. 

🛣️Developed product roadmap with feature prioritization, UX/UI design, and technical integrations.

Chief Revenue Officer (CRO)

Booster

Booster is a clean technology company that provides mobile energy delivery, including renewable and sustainable fuels, through its marketplace. 

🛠️ Elevated go-to-market strategy, built the revenue engine and led sales team that secured $56M in bookings with 79% net revenue growth and 215% Enterprise segment growth

⚙️ Implemented sales motions with aligned systems across the customer journey, automated workflows and insights that led to a 60% more outbound lead volume, 2.5x meetings, and 4.6x opportunity creation, 56 day reduction in sales cycle time, 25% conversion rates and a 45% increase in deal size

✅ Transformed top of funnel strategy through diversification of marketing channels and building infrastructure which led to 10x inbound lead volume accounting for 30% of new business, up from 2%

🚀 Implemented Customer Led Growth strategy that led to a better customer experience, 2x faster growth and improved LTV/CAC

🤝 Series C ➡️ D Senior Leader

🎯 Built annual operating plan and forecasts (quarterly, monthly, weekly) with 96%+ accuracy  

🎙️Built brand and content strategies that elevated Booster to over 60%+ Share of Voice and 90%+ positive Brand Sentiment

🚀 Launched platform business (including a marketplace) with complete P&L ownership

📈Grew platform from $0 to $6M+ in ARR since launching in December 2022

🔋Built partnerships that enabled Infrastructure as a Service for EV Charging, Hydrogen, LNG, and CNG delivery 

🚚 Drove product roadmap strategy that allowed for mixed energy fleets to manage energy consumption, vehicles insights and payments for both sides of the marketplace 

📍Developed geo-spatial models and algorithms for route and location based density to enable effective dynamic pricing, sales and marketing prioritization

💰Developed pricing strategy transitioning legacy margin model to a product (SaaS) and services (Consumption) model

Vice President - Revenue & Revenue Operations

REEF

REEF is a technology company that transforms urban real estate into thriving mobility and logistical hubs via a marketplace.

🎯 Led GTM strategy and execution across sales, revenue operations, and customer success that secured $70M in new bookings and expansion that increased revenue from $30M to $100M+ throughout the United States, Canada, and Europe.

⚙️ Implemented sales process with aligned systems across the customer journey, automated workflows and insights that led to a 36 day reduction in sales cycle time, 40% increase in conversion rates and a 25% increase in deal size.

📱Developed and implemented product led growth strategies that led to a 3x revenue growth expansion from the demand side of the marketplace.

⛓️Interconnected and consolidated technology stack to increase efficiency and efficacy across marketing, sales, and customer success (Salesforce, ZoomInfo, Marketo, LinkedIn Sales Navigator).

Executive Vice President - Revenue & Global Revenue Operations

OYO USA

OYO is a global travel technology company that connects guests to owner-operators via a marketplace. It offers full-stack hospitality software and revenue management solutions to hotel owner-operators.

🎯 Led strategy and execution for go-to-market, revenue operations, and sales training that led to growth from $17M to $200M throughout the United States, Canada, and India.

📈Developed and implemented product led growth strategies that led to a 2x revenue growth and 3x margin expansion from the demand side of the marketplace.

🛣️ Create and maintain data and insights across the entire customer journey that increased direct sales close rate by 2.5x, increased deal size by 50% and decrease sales cycle by 45 days.

⛓️ Interconnected and built the sales tech stack to align with the customer journey and automated work flows to drive 2x sales efficiency and efficacy.

Vice President Revenue Operations & Enablement

T-Mobile

A demonstrated record of success and achievement, marked by a promotion to a position of increased influence, authority, and accountability. Fulfilled a critical role building and executing strategies to govern sales, communication, and training professionals in franchise stores, small business team, national retail team, and in Direct to Consumer teams encompassing over 40,000 individuals responsible for 80% of all revenue. Maintained accountability for $25M in P&L.

•Supervised a 190-person team engaged in sales enablement, learning (e.g. in-person, virtual, eLearning, and AR/VR), strategy/planning, sales tech stack, process design, LMS, other Learning technology and communication tools. 

•Recognized for Performance (Top 5%)

•Successfully accelerated the ramp-up period for new sales personnel from six months to one month, as measured by five key performance metrics - New Customer Acquistion, Renewal Rate, Average Revenue Per User, Value Added Service Attach Rate, and Emerging Product Attach Rate.  

•Positioned the company to be listed in the Great Places to Work list for 2018 to 2019.

•Sparked a 25% increase in revenue per subscriber as a result of training programs for existing sales representatives, improving their ability to promote and secure agreements for products, services, and accessories.

•Developed quantitative and qualitative analytics and dashboards to measure sales intelligence, performance, deal/funnel intelligence, and trainer performance across 40,000 employees. 

•Scope of training curricula and collateral spanned New Hire, Management Fundamentals, Advanced Leadership Programs, Behavioral Skills Workshops, Gamification, and over 250 sales and leadership videos.

•Recognized as the first training team in the world that formed a co-development partnership with the Apple Master’s Program.

Senior Director Sales Enablement | Learning

Responsible for operations encompassing 15,000 employees and 8,000 points of distribution across 22 states, representing $14B in revenue. Directed teams engaged in Go-To-Market strategy, Communications, Retail Technologies, Customer Support & Success, Performance/Competitive Analytics, Workforce Planning, Facilities and Distribution strategy.

•Developed operational and customer success strategies that led to $825MM increase in profit and 2,100 basis points in NPS.

•Executed over 20 go-to-market projects with budgets in excess of $10MM.

•Led Go-To-Market and Operational implementation of new channels including Direct to Consumer, Uber, Walgreens, and AAA. 

•Managed $1B+ budgets for labor, facilities, service and repair centers, new store builds, remodels, and equipment.

•Developed automated dashboards for 40+ operational and customer experience metrics with tangible costs and actions. 

•Implemented a variety of technology solutions to assist the sales, operations and customer support teams, including intelligent process automation, digital chatbots, Microsoft Office 365, Salesforce, and a number of SaaS tools.

Director Multi-Channel Sales Operations

Turning GTM into a revenue factory through recurring impact & helping GTM leaders do the same | GTM Executive leveraging AI ✨ | Keynote Speaker & Advisor | Podcast 🎙️ Host |

You know how companies either burn a ton of cash trying to scale or hit a growth ceiling they just can’t break through?

What I do is step in, audit their GTM strategy, financials, and operations, and then engineer a smarter, more scalable system (typically including AI). Whether that’s digitizing their physical business, refining their go-to-market motion, or unlocking new revenue streams, I build the strategies and systems that fuel sustainable, high-impact growth.

Companies I’ve worked with have seen a median growth rate of 87%

My journey has given me diverse experiences across many different industries, business models, products, and functions at different scales. 

➡️ Experience across multiple industries including Software (SaaS), Healthcare, Retail, Real Estate, Hospitality, Transportation/Logistics, Telecommunications. 

🚀 Company Stages: Venture Capital, Private Equity, and Bootstrapped at Pre-Revenue, Seed, Series A, Series C, Series D, Publicly traded 

💵 Investment Partners: Sequoia, Lightspeed, Madrona, GTCR, Warburg Pincus, Mubadala Capital, AirBnB, Microsoft, JP Morgan, UBS Asset Management, Softbank and JC2 Ventures 

💰Company Revenue: $0-$15B (87% median growth rate; over $1B of capital raised)
     👉 $0-$6M+
     👉 $0-$7M+
     👉 $17M-$200M+
     👉 $30M-$100M+
     👉 $80M-$150M+
     👉 $165M-$260M+
     👉 $190M-$2XX (Current role)
     👉 $13B-$15B+

📍Geographies: North America, LATAM, EMEA, and APAC

✅ Team Size: 1-200

🤓 Experience
👉 AI: 6+ years     
👉 GTM: 20+ years
     👉 Sales: 12 years (B2B); 10 years (B2C)
     👉 Revenue Operations: 13 years
     👉 Customer Success / AM: 9 years
     👉 Product: 9 years
     👉 Revenue / Sales Enablement: 5 years
     👉 Marketing / Demand Generation: 3 years
     👉 Business Development/Partnerships: 3 years

Healthcare should work like everything else in our lives — convenient, transparent, and built around the people it serves.

That's what we're building at Experity: a patient experience that feels less like navigating a system and more like having a concierge. 

On-demand access. 

Digital-first workflows. 

Intelligent connections between care moments. 

And critically, less administrative burden on the clinicians who make it all possible.

Our new partnership with Amazon Pharmacy is a perfect example of this vision in action. 

Patients walk out of an urgent care visit and get their prescriptions delivered fast, with full pricing transparency. 

No extra trips. 

No pharmacy lines. 

Just care that continues seamlessly after the visit ends.

This is what modern healthcare should feel like.

...and this is only one of many things we are doing to solve these problems. 

Tanvi Patel Tara DellaVecchia Kevin Clarke

Congrats to Amanda, Katie and the 1mind team for their Series A raise! 

Watching them build “always-on, infinitely knowledgeable” AI employees that anyone can access.

The implications are massive - not just for how we structure teams, but for how we think about deploying AI agents across the organization.

This is fundamentally rethinking what work gets done by humans vs. agents, and how org structures evolve when knowledge and capability can be instantly accessible to everyone.

Excited to see the evolution of 1Mind and what this team does!

A lot of people think they are behind in AI deployments based on the LinkedIn and X messages giving them FOMO. 

Let me bring some light to the situation so you don’t get a false narrative from the algorithms. 

If you aren’t experimenting daily/weekly, you are behind. 

If you haven’t deployed AI or agents at scale yet, you aren’t behind yet. 

Most deployments fail. Why? 

Data is messy. 

Most processes aren’t documented properly. 

Change management with people is hard. 

This is why you aren’t behind. 

You have do the unsexy and hard work first and then you will get success from your AI and agent deployments. 

Take your time, do it right, and you will get the outcomes you are needing. 

We see this in real life and through published research. 

Share your story of successful or unsuccessful AI deployments. Here to help and learn.

Same market. Same physics. Different systems.

Over a century ago, Amelia Earhart flew by the same laws that govern flight today... lift, drag, thrust, gravity. 

But we're flying 100x faster now. Not because the physics changed.

Because the systems evolved.

That's where GTM is right now.

You've probably seen the chart showing where we missed the pivot. 

The one that makes your stomach drop a little. 

That red zone between 2020-2023 where everyone should've been building different but kept throwing bodies at growth problems instead.

Capital was cheap. Risk-taking was even cheaper. So we hired early-career SDRs, AEs, and CSMs. 

We brute-forced our way to pipeline with headcount. 

We measured productivity per person.

And honestly? It worked. Until it didn't.

Now capital scarcity is forcing something we should've done years ago....operational efficiency. 

But here's what nobody's saying out loud: this isn't just about doing more with less.

It's about fundamentally rethinking the infrastructure.

The shift from SaaS-native to AI-native isn't a feature update. 

It's a systems overhaul.

Think about what changed from 2008 to 2023: 
→ People were the compound growth lever 
→ Hired fast, trained faster, measured activity 
→ Success = bodies in seats generating pipeline

But look at 2023 forward: 
→ Systems become the compound growth lever 
→ Low-cost intelligence via LLMs 
→ Success = growth loops built on usage data, not headcount

Here's what we're seeing:

→ Data becomes the moat, not messaging: Your CRM is full of signals about what actually works. Most companies ignore this goldmine and keep running the same plays.
→ Growth loops replace growth hacks: Product usage feeds GTM intel. GTM intel feeds product improvements. It's circular, not linear.
→ AI isn't a feature, it's the foundation: You don't bolt AI onto your existing process. 

You rebuild the process around what AI makes possible.

Look, I get it. This feels scary. Changing systems while you're flying the plane? 

That's not a metaphor—it's literally what we're all doing right now.

But the physics haven't changed. 

Customers still need solutions. 

Problems still need solving. 

Value still needs creating.

What's changing is how efficiently we can do it.

The companies that figure this out are the ones that build AI as infrastructure instead of just another tool. 

Those are the ones that'll be flying 100x faster while everyone else is still trying to hire more pilots.

Thanks Jacco for bringing forward the amazing research and POV on GTM in the AI era! 

Happy to be on the journey with you as an Ambassabor for Winning by Design and Founding Member of the Growth Institute.

Hope everyone had an amazing holiday, I took some time off and disconnected, hope you did as well. A lot happened and I am going to share thoughts on it all this week, plus some expansive thoughts on AI-native GTM. 

But first.. let's get into some of the things that happened over the last week or so. 
 
Meta just gave ChatGPT, Copilot, and Perplexity their eviction notice from WhatsApp Business API. Wonder if ChatGPT group chats accelerated this.. 
 
Official reason: "Business API is for transactional messaging, not AI assistant distribution."
 
Real reason: Meta wants Meta AI to own the playground.
 
Think about that.
 
This isn't a WhatsApp problem. It's a "building on someone else's rails" problem.
 
→ Meta wants Meta AI 
→ Google wants Gemini everywhere  
→ Microsoft wants Copilot in everything
 
That brief magical period where AI assistants could meet customers wherever they were? It's ending faster than anyone expected.
 
What does this mean for your GTM org?
 
If you're using AI chatbots on third-party platforms for customer conversations, you've got three immediate problems:
 
→ Platform risk you can't control. That Slack integration, that LinkedIn automation, that WhatsApp bot—they can all disappear with 90 days notice. Your workflows, your data, your customer relationships. Gone.

→ Data you can't move. Most of these integrations don't let you export conversation history. When the platform pulls the plug, you're starting from scratch. Every insight, every customer interaction, every qualification step—locked in someone else's system.

→ GTM strategies built on borrowed time. If your outbound motion, your customer success workflows, or your sales enablement depends on tools you don't control, you're one terms-of-service update away from scrambling.
 
The companies winning right now? They're building AI on infrastructure they own, and integrating strategically where it makes sense. But they never confuse the two.
 
The question for every GTM leader:
 
Where are you building your AI integrations?
 
Because if the answer is "on platforms we don't control," you need to answer three more questions:
 
1. What happens when they change the rules overnight?
2. Can you actually migrate your customer data if you need to?
3. Who owns the conversation history with your customers?
 
The pattern here is old. The speed is new.
 
Every platform eventually prioritizes its own ecosystem. MySpace did it. Facebook did it. Twitter did it.
 
But the AI platforms are doing it in months, not years.
 
My take:
 
Build where you own the rails. Integrate where you don't. But never confuse the two.
 
And if you're relying on third-party AI integrations for customer conversations? Audit that data portability. Today.
 
Because the walls are going up faster than anyone thought possible.

MCP has been live for a year.

Most GTM leaders still have no idea what it means for them.

That's about to change.

Anthropic just showed why Model Context Protocol with code execution is the infrastructure shift everyone's been sleeping on.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁'𝘀 𝗵𝗮𝗽𝗽𝗲𝗻𝗶𝗻𝗴:

Since November 2024, developers have been building on MCP. Thousands of integrations. Every major programming language. The protocol is becoming the standard for connecting AI to tools and data.

But here's the problem most companies are hitting right now.

𝗬𝗼𝘂𝗿 𝗔𝗜 𝗮𝗴𝗲𝗻𝘁𝘀 𝗮𝗿𝗲 𝗳𝘂𝗻𝗱𝗮𝗺𝗲𝗻𝘁𝗮𝗹𝗹𝘆 𝗶𝗻𝗲𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝘁

Every time your AI needs to access Salesforce, check HubSpot, pull from Drive, send a Slack—it's reading every instruction manual first. Then manually copying data between systems. Word by word.

Not slow. Broken.

Most teams added MCP integrations and wondered why everything still felt sluggish.

𝗧𝗵𝗲 𝗯𝗿𝗲𝗮𝗸𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝘁𝗵𝗮𝘁 𝗷𝘂𝘀𝘁 𝗱𝗿𝗼𝗽𝗽𝗲𝗱

Code execution with MCP changes the entire game.

Instead of AI following instructions, it writes code.

The numbers are wild

Before: 150,000 tokens processed just to access your tools

After: 2,000 tokens to run the same workflow

That's 98.7% reduction in processing. 75x faster. 75x cheaper.

Same task. Different architecture.

𝗪𝗵𝘆 𝘁𝗵𝗶𝘀 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 𝗳𝗼𝗿 𝗚𝗧𝗠

Remember when you tried connecting your entire tech stack... Salesforce, Gong, calendar, Drive, Slack, data warehouse... and it didn't work well?

Code execution fixes that.

You can finally run complex workflows that actually work

"Pull this week's calls from Gong → identify pricing objections → cross-reference closed-lost in Salesforce → draft personalized responses → send to reps in Slack."

Used to crash halfway through. Now runs in 2 minutes.

𝗧𝗵𝗲 𝗽𝗮𝗿𝘁 𝘁𝗵𝗮𝘁 𝗰𝗵𝗮𝗻𝗴𝗲𝘀 𝗲𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴

Your AI saves its own workflows.

First time it analyzes competitor mentions, it figures it out. Every time after, it just runs the saved playbook. Your AI gets better at YOUR specific business. Not generic tasks.

𝗧𝗵𝗲 𝗮𝗱𝗼𝗽𝘁𝗶𝗼𝗻 𝗰𝘂𝗿𝘃𝗲 𝗶𝘀 𝘀𝗵𝗶𝗳𝘁𝗶𝗻𝗴

MCP launched a year ago. Code execution just showed why it matters.

Most GTM teams are still treating AI like fancy ChatGPT... one task at a time, slow, expensive, breaks on complexity.

The companies that win will be the ones whose AI actually scales across their full tech stack. 

Fast. Reliable. At cost that makes sense.

That infrastructure just became real.

𝗪𝗵𝗮𝘁 𝘄𝗼𝗿𝗸𝗳𝗹𝗼𝘄 𝗵𝗮𝘃𝗲 𝘆𝗼𝘂 𝗯𝗲𝗲𝗻 𝗮𝘃𝗼𝗶𝗱𝗶𝗻𝗴 𝗮𝘂𝘁𝗼𝗺𝗮𝘁𝗶𝗻𝗴 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝘆𝗼𝘂𝗿 𝗔𝗜 𝗰𝗼𝘂𝗹𝗱𝗻'𝘁 𝗵𝗮𝗻𝗱𝗹𝗲 𝗶𝘁?

OpenAI is coming for where you work today, the browser. 

They bought Sky , which builds browser-based AI agents that sit 𝘪𝘯𝘴𝘪𝘥𝘦 the tools your team already uses.

And they dropped Atlas - their new "AI teammate" that can browse the web, fill forms, and execute workflows autonomously.

Connect the dots:

→ ChatGPT already has 800M+ weekly active users 
→ Sky's tech lets AI operate directly in browsers 
→ Atlas can now execute tasks across web applications 
→ Your CRM, your outreach tools, your data entry... all vulnerable

𝗧𝗵𝗲 𝗽𝗹𝗮𝘆 𝗶𝘀𝗻'𝘁 𝘀𝘂𝗯𝘁𝗹𝗲:

Phase 1: Get everyone dependent on ChatGPT for thinking 
Phase 2: Acquire the tech that lets AI act in their workspace 
Phase 3: Launch agents that can 𝘥𝘰 the work, not just suggest it 
Phase 4: Own the entire workflow from insight to execution

Your sales team uses Salesforce? Atlas can update it. 
Your SDRs use Outreach? Atlas can send sequences. 
Your ops team does data entry? Atlas can handle spreadsheets.

This isn't about making your team more efficient.

𝗜𝘁'𝘀 𝗮𝗯𝗼𝘂𝘁 𝗢𝗽𝗲𝗻𝗔𝗜 𝗯𝗲𝗰𝗼𝗺𝗶𝗻𝗴 𝘁𝗵𝗲 𝗶𝗻𝗳𝗿𝗮𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲 𝗹𝗮𝘆𝗲𝗿 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝗮𝗻𝗱 𝗲𝘃𝗲𝗿𝘆 𝘁𝗼𝗼𝗹 𝘁𝗵𝗲𝘆 𝘁𝗼𝘂𝗰𝗵.

And here's the brutal truth nobody wants to say out loud:

Most AI companies spent 2024 building point solutions - better email writers, smarter dialers, faster research tools. 

OpenAI is positioning itself to make a lot of point solutions obsolete by owning the execution layer itself.

The question isn't whether your tools will integrate with OpenAI's agents.

The question is whether your tools will even matter when those agents can operate through a browser better than your team can.

We're not in the "AI features" era anymore.

𝗪𝗲'𝗿𝗲 𝗶𝗻 𝘁𝗵𝗲 "𝗔𝗜 𝗶𝗻𝗳𝗿𝗮𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲" 𝘄𝗮𝗿.

And OpenAI just fired the first real shot at the application layer where revenue teams actually live and work.

How are you rethinking your tech stack?

OpenAI is going after so many places right now to before the de facto interface for consumers…

Group chats in ChatGPT are now piloting in Japan, New Zealand, South Korea, and Taiwan.

A new way to collaborate with friends, family, or coworkers and ChatGPT in the same conversation.

WDYT?

graphical user interface, text, application, chat or text message

I used ChatGPT Voice to prep my AWS re:Invent presentation and interview.
 
Walking around my hotel. Inside. Outside. Hands-free. No typing. No switching screens.
 
I've been obsessed with conversational UX/UI since before it was cool.
 
My thesis: Voice is how humans naturally communicate. So voice will become how we interact with computers.
 
Not as a novelty. As the primary interface.
 
I now talk to my computer and phone about 80% of the time instead of typing.
 
Not because I'm trying to be futuristic. Because it's faster. More natural. Less friction between thought and action.
 
And what ChatGPT just shipped? Validation that this shift is real.
 
Voice is now just... part of the conversation. No toggle. No separate mode. You talk. Text appears. You see images, maps, code—all while speaking.
 
Mobile. Web. Everyone. Right now.
 
Here's what I actually did:
 
Presentation tomorrow. High stakes.
 
I opened ChatGPT and just... talked. While walking around the hotel. Through the lobby. Outside. Back to my room.
 
"Help me practice my presentation."
 
Then I delivered my intro. Out loud. Moving. Like I would on stage.
 
ChatGPT listened. Analyzed. Gave me specific feedback: 
→ "Your hook is strong but arrives 30 seconds late" 
→ "You used 'basically' three times in 90 seconds" 
→ "Your transition to the data point needs more punch"
 
Then we iterated. Live. Conversationally. Like having a coach beside me.
 
This isn't about voice recognition getting better.
 
It's about eliminating the cognitive load of interacting with technology.
 
What's different now:
 
Before: "Hey Siri, SET TIMER for 10 minutes" (command) 
Now: "I need to prep for a meeting in about 10 minutes" (intent)
 
The computer figures out what you need.
 
This is about eliminating context switching in the workflow that matters most.
 
Current reality:
 
A rep has a call in 12 minutes with a VP of Sales at a $50M ARR company.
 
They need to: 
→ Pull up account history
→ Review past conversations 
→ Check recent company news 
→ Find relevant case studies 
→ Draft discovery questions 
 
Five tools. Four logins. Twelve minutes.
 
That rep walks into that call underprepared. Every. Single. Time.
 
Now imagine this:
 
11 minutes before the call, they open one interface and just... talk:
 
"What do I need to know about Acme Corp before my call with their VP of Sales?"
 
And they get—while putting on their headset—account context, recent news, suggested questions, similar customer stories, and potential objections.
 
No tabs. No logins. No mode switching.
 
The best GTM tool isn't the one with the most integrations.
 
It's the one that disappears into the flow of actual selling.
 
For the last decade, we've built GTM tech like this:
 
"Here's a dashboard for analytics. Here's a portal for content. Here's a tool for sequences. Here's another tool for intelligence."
 
The future looks like this:
 
"Just talk. We'll handle the rest."

Dataminr

•Project Manager for automating ARR from an offline spreadsheet to using Salesforce CPQ and Snowflake/Looker.  Work includes leading bi-weekly working sessions across data analytics, FPA, and RevOps, and weekly updates to the CFO and SVP of RevOps.  Final product reduced 12 weeks’ worth of manual reporting annually, enhancements for CPQ including Renewal creation process, and restatement of methodology & results for the Board adhering to industry standards & SOX compliance to align ARR to revenue and service delivery. 

•Built a sales productivity model for existing business based on historical Net Dollar Retention (NRR).  Findings informed a structural change to the commissions plan, as well as 5 key levers with OKR goals to drive NRR ranging from “repricing” for higher ASP to off-cycle expansion.

•Owned the territory and quota model for Private Sector AMs & CSMs, 50+ heads, covering $48M+ of ARR and 700+ Accounts.  The model also leveraged the new automated ARR data model and created a bottoms-up NRR per territory to compare to tops down ARR quota.

Senior Manager, Sales Strategy

UiPath

•Lead the data & analytics strategy for Customer Success, Renewal, and Partner organizations.  Focused on data ingestion, creation, and delivery across each group and partnered with a respective Operations Director for each function to structure analytics deep dives and new initiatives. 

•Owned the redesign of Gainsight’s data architecture for objects, reports, and ETL-based rules during the mitigation to the new instance.  During the pre-mitigation work, led the impact analysis that allowed the team to deprecate 90%+ of the old instance, deliver the new platform 2-3 months early, and completed the project $1M below the original vendor professional services budget.

•Owned the coordination of data-related workstreams for the launch of the new Partner Program in FY’24.  Workstreams include the calculation of rebates and MDF across systems, revamping internal Power BI views for external groups via the Partner Portal, and sales re-segmentation to move accounts under “Hack Deck” to be owned by Partners vs UiPath sales reps.

Customer Analytics Manager

•Established PTC’s first Customer Success Analytics team under the Field Analytics COE.  Responsibilities included developing the overall Analytics development strategy & platform, supporting the CSM Leadership reporting cycle, and FY’2022 CSM Strategy & Planning Lead.  

•Managerial responsibilities included managing a global team of 3 analysts, with one based in Boston, and two in Bucharest, Romania.  The individual members' work ranged from CSM Dashboarding & Exec Presentation, full support of paid CS offering, and system enhancements.

•Launched a new agile approach to BI solution development for Customer Success leveraging Power BI resulting in 4 new highly used Dashboards within a period of 3 months.

•Identified and took lead for the rearchitected Gainsight’s data model, with a particular focus on account creation and ensuring ARR and product hierarchies matched corporate standards.

•Developed standardized reporting materials for interlocks between Customer Success Management and Product Organizations.  Materials ranged from customer insights on use cases across different product lines, NPS highlights, churn risks, and 6 quarter renewal rate projections. 

•Lead FY’2022 CSM Strategy & Planning with a focus on CSM coverage in relationship to Sales, Products, and the future of PTC’s Paid Customer Success offering.  A combination of modeling, comparison to Industry Benchmarking, and internal interviews resulted in a final recommendation to shift away from Product level to Account level coverage.  This resulted in a 200%+ increase of ARR/CSM, shifting from 35% to 90% of direct ARR covered, and the end of life of paid customer success offering.

Manager, Customer Success Analytics

VMware Carbon Black

Senior GTM Planning & Analytics Manager

•Security BU’s GTM Planning Lead for Customer Success, Channel & Dell Sales Organizations.  Responsibilities range from the creation of Quarterly Business Reviews, development of executive & rep level KPIs, Planning & Target setting, as well as various ad-hoc analysis.

•Built and owned modeling for the Security BU’s FY-2021 Renewal Bookings Operating plan totaling over $180M in Bookings.  Modeling inputs included historical renewal rates across Geos, Products, & Customer Spend, sensitivity modeling for new & Add-on business, as well as balancing in-year and out-year expiring Annual Recurring Revenue (ARR).

•Responsible for the Quarterly the Renewal Bookings & Renewal Rate forecasting.

•Launched self-service BI leveraging Power BI & Tableau for Customer Success to understand the distribution of Customer Health across the SBU full ARR portfolio, and the impact of the Top 100 Accounts.  This tool was leveraged for meetings between GTM & Product leadership.
  
•Constructed the first ever forecasting and reporting packages for Carbon Black’s OEM Dell On-The-Box business launched one month after acquired by VMware in October 2019.

•Coordinated launching customer usage metrics for Dell-On-Box customers.  The team included members of Product, Data Science, and GTM Operations.

•Assisted in modeling of transitioning Carbon Black’s Partner Program into VMware boarder program.  Provided special attention around Carbon Black’s Channel Lead Security routes-to-market; Managed Security Service Providers (MSSP) and Incident Response (IR). 

•Modeled new account assignment for Customer Success Managers (CSMs) based multi-variables, ranging for Sales segmentation, customer ARR, and corresponding channel partners.  Additionally scoped and modeled shifting sub $10K ARR accounts to a 3rd  vendor.  

•Responsible for the quota creation, design, and Callidus requirements for 100+ Sales Engineers, 30+ Channel Sales Reps, and 50+ Customer Success Managers.

GTM Planning & Analytics Manager

Rapid7

•	Designed and built a productivity and staffing model for the Global CSM Organization based on CSM to customer ratios. The customer ratios were based on a forecast of new customer acquisition as well as churn and resulted in the headcount recommendation of 40+ CSMs. 

•	Designed and built a customer level view of Rapid7’s Global Portfolio and leveraged the work to build 40+ CSM territories based on total Customer Annual Recurring Revenue and regional alignment.  Senior management also leveraged the model to redetermine team and reporting structures through the Global CSM Organization.  

•Managed the redesign of the Customer Success Compensation plan, shifting the plan from a Cohort Renewal Rate to a Renewal Annual Recurring Revenue (ARR) Dollar Target and Lead Generation Quota.  Presented my 2018 recommended changes to the Chief Operating Officer and coordinated with the Legal, Commissions and FP&A teams for the final implementation.    

•Modeled and owned the allocation of a $10 Million Closed Won ARR Lead Generation Quota across the Global CSM Organization based on CSM territories and historical contribution to closed won pipeline across Global Sales Channels. 

•	Own the distribution and ongoing maintenance of CSM territories and compensation plans.  My responsibilities range from developing and enforcing account transitions to assigning all net new accounts to the correct CSM based on the customers total ARR and location.

Senior Analyst - Customer Operations

LogMeIn

•Assisted with the development of the annual sales plan and strategy for global renewals including information such as pricing, territories, team structures, compensation plans, etc.

•	Regularly collaborate with teams from Sales, Marketing, and Corporate Strategy on ad hoc analysis, as well as long-term projects related to renewal bookings and customer retention.

•	Meet weekly with a database engineer to enhance Tableau Server Data Sources to increase the accuracy of Retention Reporting, as well as improve Retention self-service analytics across the company.  This work includes writing business requirements and assisting in regular data QA before live deployment.        

•	Owned and distributed a monthly presentation to the Executive Team that summarized and gave commentary on how Renewal Bookings and Retention Rates were tracking toward the plan, as well as highlights important trends.  

•	Developed an automated model using Tableau Desktop to determine which future renewals required coverage from a Renewal Rep based on multi-variables, ranging from full account spend, future re-pricing strategies, and potential up-sell opportunities upon renewal.  My model determined that across the global portfolio, there were 38K+ accounts worth an estimated $500M+ that met the assignment threshold for a Renewal Rep in 2017.

•	Built and balanced Renewal Territories for 35 Renewal Reps, ranging from the Major Reps to Specialized Product Reps and International Reps with language and market focuses.  

•	Used historical data to build an interactive model based on dollar and account churn to help determine the 2017 Pricing Strategy for the 21 different tiers of LogMeIn Central and five different packs of Pro Access.  This model and analysis were used to help forecast the combined goal for these product lines of $200M+ in bookings across all sales channels for 2017.

Renewal Operations & Strategy Analyst

Prudential Financial

•Use Excel and IBM Cognos to complete, review, and distribute daily, weekly, and quarterly reports on Prudential’s top credit and top counterparty exposures for Senior Management 

•Monitor daily compliance with single-issuer credit limits and perform the initial analysis via large Excel data sets 

•Regularly coordinate with Business Operations as well as Asset Management to better monitor, research, and resolve potential credit and asset class limit overages

•Contribute to Power Point presentations that outline the credit risk exposure for Prudential’s aggregate general account and each of Prudential’s major domestic subsidiaries for the Board of Directors as well as major credit rating agencies
 
•Create and update procedures for IRM’s daily, weekly, monthly, and quarterly reports

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