The Problem I’ve Been Solving for 25 Years

The problem I kept seeing

Most B2B companies don’t have an activity problem.

Marketing is busy. Sales is busy. Dashboards are full. The CRM is running. The tech stack is humming.

But all that activity isn’t producing the revenue leadership expected.

Marketing has one explanation. Sales has another. RevOps has the data.

Leadership is left trying to decide what to fix first.

That’s the problem I’ve spent my career solving.

How this started

I started my first company in college. One desk. One phone. Not exactly glamorous.

As the company grew, I started seeing a pattern I didn’t have language for yet. Companies were generating leads and activity, but something kept breaking down between marketing and revenue.

The harder people worked around the problem, the messier it often became.

That small company eventually grew to 22 people, acquired InTech, became InTouch, and kept growing. Before MECLABS acquired us, InTouch had reached 63 employees, grown revenue 430% over three years, and earned a spot on the Inc. 500.

I wrote Lead Generation for the Complex Sale (McGraw-Hill) because I saw a gap between how companies thought buyers moved and how buyers actually made decisions.

A few years later, MECLABS acquired InTouch.

I'd built the company from nothing. I’d lived the same problems I help leadership teams solve today: unclear handoffs, competing definitions, reporting that hid the real issue, and dashboards that couldn’t explain why momentum was disappearing.

What I learned at MECLABS

At MECLABS, I worked inside the research and optimization engine behind MarketingSherpa, studying how buyers make decisions and why they disengage.

As Executive Director of Revenue Optimization (acting as CRO), I also had to put those insights into practice: messaging, lead management, qualification, routing, handoffs, and the way Marketing and Sales worked together.

Then I watched the market shift. More tools. More automation. More dashboards. More noise. And instead of fixing the system underneath their revenue, companies tried to scale the dysfunction.

How I work

Diagnose before prescribing.  
Before recommending another campaign, technology investment, reorganization, or GTM initiative, I want evidence that we’re solving the right problem.

Remove friction, not people.
Most organizations already have talented people who can do the work. I don’t replace your team. I help your team focus on the right work and do it well.

Build around buyer behavior.
Your GTM should reflect how buyers actually make decisions, from initial interest through purchase and expansion. I look for the places where your processes, handoffs, and systems create friction along that journey.

Create clarity that the team can keep using.
If the organization can’t carry the work forward after I’m gone, it isn’t much of a transformation. The goal is clear ownership, better decisions, and ways of working your team can sustain.

Why clients trust me

Before founding Markempa, I built and led the company that became InTouch. We grew to 63 employees, increased revenue 430% over three years, earned a place on the Inc. 500, and were later acquired by MECLABS, the parent company of MarketingSherpa.

Over my career, I’ve worked with leadership teams at organizations including Microsoft, Cisco, SAP, Autodesk, Honeywell, Thermo Fisher Scientific, Dassault Systèmes, and Dun & Bradstreet to diagnose what’s limiting growth and improve their go-to-market performance.

I’m also the author of Lead Generation for the Complex Sale (McGraw-Hill) and have led more than 35 GTM transformation engagements with established B2B companies.

Those experiences matter because I’ve lived these challenges from every angle: founder, CEO, researcher, operator, and advisor.

I still stay close to the work because the details are where the truth usually shows up.

Who I work with now

Today, I work primarily with CEOs, CROs, and CMOs at established B2B technology, SaaS, and engineered product companies with complex sales.

They usually call when GTM activity is high but revenue isn’t keeping pace, leadership doesn’t agree on the cause, or an important growth initiative is exposing weaknesses in the existing motion.

My role is simple: find what’s limiting growth, align on what to fix, and help your team make the change.