I've spent twenty-plus years scaling B2C brands, SaaS platforms, and multi-location operations, from startup to exit, from seed budgets to $25M+. I build revenue architecture that a board can interrogate line by line: attribution from first touch to closed revenue, teams that hit forecast, and systems that survive due diligence.
Not a channel specialist with a title. I own the full revenue apparatus, demand through close, budget through board deck, end to end, accountable to one number.
Full-funnel acquisition across every channel that earns its keep, budget allocated by contribution to closed revenue, not by habit.
Google · Meta · LSA · CTV
The operational backbone: pipelines, lifecycle automation, and integrations that keep sales and marketing on one source of truth. A full CRM migration executed so the numbers come out trustworthy.
Builder Prime · Salesforce · HubSpot · ServiceTitan · N8N / Make / Zapier
First-touch-to-closed-revenue visibility. Dashboards a CFO trusts, incrementality over vanity metrics, and reporting that ends the “what’s working” debate.
Full-funnel attribution · BI dashboards · Incrementality
The handoff is where revenue dies. I own the scripts, the speed-to-lead, the set rates, and the management cadence that turns marketing spend into booked appointments.
Playbooks · Speed-to-lead · Set & show rates
$25M+ deployed with an operator’s scrutiny, every dollar defends itself or gets reallocated. Founder-honed cost discipline: I've signed both sides of the check.
Forecasting · CAC / LTV · Vendor ROI
I've hired, structured, and led in-house teams and agency benches. High standards, clear goals, no micromanagement, the people who've worked for me say so on the record.
Org design · Agency oversight · Performance cadence
Every line verifiable, every result tied to a system I built and a team I led. This is the diligence file, in the open.
I own Midwest marketing across a national home-services platform, building a team of four on trust, agile, and change management. Deep audits built on data augmentation and quantitative analytics cut dead line items, and I align marketing goals to operational goals with the call center, HR, operations, and Brand Presidents. The region now outperforms every other region in the company, double-digit YoY growth in qualified leads, appointments, and sales.
I rebuilt acquisition end to end: inbound calls +490% (108 → 637, Aug–Nov), appointments +212%, qualified leads +20%, and booking rate 16% → 59% (+269%), on the back of a full Salesforce → Builder Prime migration and automated booking that sent every inbound lead straight to sales, no manual entry.
I directed a $25M budget across a PE-owned portfolio of six HVAC, electrical, plumbing, and air-quality brands, every brand budget rolling up to one desk, standardizing the demand engine and reporting stack while driving inbound leads +20% month over month.
I repositioned a 1.5M-user platform with two straight years of declining recurring revenue, returned MRR to growth, and set the table for acquisition by CoStar Group (NASDAQ: CSGP).
I rebuilt the marketing operation on a $1M+ budget, cutting costs 35% while growing revenue 30%. Efficiency and growth aren't a trade-off when the system is right.
I built Optimized from a team of one into a $5M firm with 23 employees serving Fortune 500 clients, and co-founded Florida Landscaping Services, both exited successfully, Optimized to an equity firm expanding into the U.S.
At Atrium, a PE-owned portfolio of six HVAC, electrical, plumbing, and air-quality brands, every brand budget rolled up to me, $25M in total. Here's what portfolio-level ownership looked like in practice.
I unified Google Ads payments from six per-brand credit cards into consolidated ACH, qualifying the portfolio for a corporate-level Google account with a dedicated Google advisor. Scale negotiated into leverage, not just spend.
I implemented UTM tracking cradle-to-grave across the portfolio, every lead traceable from first click to closed job, with all six brands reporting on one standard instead of six dialects.
With every budget rolling up to one desk, reallocation happened at portfolio level, dollars moved to the brand and channel where returns were highest, not where habit had parked them.
Three principles, applied without exception. They're why the numbers repeat across industries, business models, and market cycles.
Campaigns end; systems compound, the acquisition engine I rebuilt at Vertex took booking rate from 16% to 59%.
Waste goes first: at Wensco that discipline returned 30% more revenue on 35% less marketing cost.
Every budget I’ve run, up to $25M across six brands, was allocated by closed-revenue data, not by the loudest voice in the room.
Dual master’s program, Harbert College of Business
Summa Cum Laude · 3.97 GPA
Brad excels at setting clear goals and consistently delivering results… When we had differing opinions he engaged in thoughtful discussions to explore each perspective. He is a valuable asset to any team.
Board seat, C-suite search, or a portfolio company that needs an operator in the chair, send the brief. I’ll respond with how I’d run it, and the numbers I’d be accountable for.