Showing general experience. Your Step 2 selection wasn't carried over — the examples below apply across the board.
Commercial Strategy & Revenue Velocity
Dan has built customer acquisition engines, structured enterprise deals, and refined pricing models across multiple commercial environments.
- Designed conversion-focused acquisition architectures
- Structured enterprise sales motions and strategic contracts
- Aligned sales incentives with gross margin and long-term value
Broad Experience
40+ years across revenue, operations, technology, acquisitions, and leadership — figures pending final verification.
No Predetermined Box
Open to examining opportunities on their substantive merits rather than rigid structures.
Whatever the opportunity, the KPIs the parties select would be tracked against a pre-engagement baseline. No result is claimed until it is measured and verified — the point is a credible first step, not a projection.
"Let's explore what we can accomplish together."
A first-90-days approach
Understand, baseline, and identify
Learn the organization's current revenue, margin, and operating rhythm. Establish baseline KPIs for the areas selected. Surface the highest-impact risks and the most promising opportunities — the ones a weekly improvement program would pursue first.
Prioritize and test high-value improvements
Focus on the opportunities with the strongest evidence and fastest path to measurable results. Test changes in a contained scope, measure against the baseline, and keep only what moves the KPI.
Expand proven improvements and set the next phase
Scale the improvements that produced measurable results into adjacent areas. Establish the next 12-week phase of the 52-week plan, anchored to verified outcomes rather than assumptions.
Illustrative approach — the actual plan depends on the company, responsibilities, resources, and circumstances. Not a predetermined plan or a promise of results.
Could Dan Be a Valuable Addition to Your Organization?
Business owners, founders, investors, and department leaders often recognize opportunities to involve Dan in their organization, business, department, or new venture. Explore what the parties might accomplish together — without prematurely defining a position or contract.
Explore Working With DanExpressions of interest, not binding agreements or guarantees of worker classification.