Companies don't fail at scale. Their systems do.
Status: Accepting engagements — November 2026
2× ACQUIRED. 2× INTEGRATED.
Lumi was acquired by Narvar. I led the integration. Syrup was acquired by Anaplan. I led that one too. I build the infrastructure that makes companies acquirable, and the systems that hold together after.
FIG 2.1 — TWO COMPLETE CYCLES. GRAY = BUILD. BRONZE = INTEGRATE. DIAMOND = EXIT.
5 MO
Post-acquisition GTM integration
HubSpot to Salesforce for the acquired GTM team.
Fig 2.2 — Buy-side, deal 2
$20.7M
Across 7 rounds at Lumi
Led financial due diligence through Series A to exit as the CEO's operational right hand.
Fig 2.3 — Sell-side, deal 1
100+
BI users on the Metabase layer
Built during integration. Finance Ops covered after CFO departure.
Fig 2.4 — Buy-side, deal 1
This is what I actually build.
Forecast accuracy
91%
▲ +30pts since implementation
Pipeline coverage
3.4×
Target ≥ 3.0×
Stage conversion
31%
SQL → Closed-won
Data hygiene
99.2%
Records complete + deduped
Forecast vs. actuals — trailing 6 quarters
Funnel — this quarter
Instrumentation: Salesforce / HubSpot / Metabase / Looker / Clay / Gong
5.1
2025–26
SYRUP TECH
BUSINESS & GTM OPERATIONS LEAD — BUILD TO INTEGRATION
Built the GTM infrastructure that carried Syrup Tech through its acquisition by Anaplan, then led the five-month post-acquisition GTM integration, including the HubSpot to Salesforce migration for the Syrup GTM team. Designed and rolled out MEDDPICC with sales leadership, improving forecast accuracy by 30%.
5.2
2021–24
NARVAR
Director of Business Operations — integration & BI
Led the post-acquisition integration of Lumi. Built the Metabase BI layer serving 100+ users. Stepped into Finance Ops after the CFO's departure. Authored board materials and executive dashboards for quarterly strategy reviews. Owned the weekly renewal forecast for a $100M+ ARR book, flagging at-risk accounts from Gong, CSAT, and health-score data before they reached the number.
5.3
2016–21
LUMI
VP OF BUSINESS OPERATIONS / VP OF SUPPLY CHAIN — SERIES A TO EXIT
Operational right hand to the CEO from Series A through acquisition. Built the marketplace operations connecting 700+ brands with 300+ manufacturers.
Four principles. No theater.
01 Diagnose first
The real problem is rarely the one in the brief. The first week is listening.
02 Build for the next stage
Systems that depend on heroes break. I build for the team you will have.
03 Exit clean
Documented, hired, handed off. Success is the day no one needs to call.
04 Trust the data over the room
Reps are optimistic. Forecasts are not. When the call notes and the pipeline disagree, I go with the pipeline and flag it early.

Nicholas Martin
Operating Partner — Los Angeles
Most operators show up when things are running. I show up when they are not. Founders hire me when they need someone in the room who has done this before and is not going to waste their time.
CURRENTLY: OPSHQ ENGAGEMENTS, AND BUILDING THE AGENT STACK ON SLIDE 04.
Field notes
- AGTM Operations in the Age of AIMost GTM ops teams are adding AI to the reporting layer. The leverage is in the workflow layer, where an agent can own a recurring job end to end.Read
- BBizOps vs. OperationsBizOps answers the question the CEO hasn't asked yet. Operations makes sure the answer is still true next quarter.Read
- CChief of Staff vs. COOOne role extends the founder. The other replaces the founder in the rooms they shouldn't be in. Hiring the wrong one is a six-month mistake.Read
- DAI support without the incidentsAI in customer support fails on governance, not capability. The fix is a data layer the model is allowed to read, and a clear line for what it isn't.Read
Tell me what's breaking.
This is the only deck I will ever show you.