Board · Advisory · Senior Operator

Board and advisory work for the companies building toward the next exit.

Six years rebuilding sales from patchwork into a compounding GTM engine at one of the fastest-growing companies in cloud hosting. ~30% CAGR over my tenure, against an industry growing at half that rate. Now available for board seats, advisory roles, and selective operator engagements with PE/VC-backed B2B SaaS companies.

Start a conversation → Track record ↓

6×

ARR scaled at Kinsta

G2 in category

6+ yrs

C-level operator

Who I work with

PE and VC partners. And the founders they back.

If you are a partner at a PE or VC firm placing board members or advisors at portfolio companies, I am available for the board seats where the bet is on scaling revenue. Companies that need a C-level operator in the room who has actually lived the scale curve, not one who has only studied it.

If you are a founder or CEO at a PE/VC-backed B2B SaaS company, I am available directly as an independent advisor, advisory board member, or in selective cases as a fractional senior operator during critical build phases.

What I bring to every seat is the same: pattern recognition from taking a company from duct-taped to category leader, judgment on the hires and the GTM architecture that actually move revenue, and the willingness to tell the CEO the hard thing the team won't say out loud.

Track record

Six years inside the scale curve. Not theorizing about it.

I joined Kinsta to rebuild revenue from the ground up. Kinsta sales 2.0. No CRM. No forecast. No playbook. A great product, great support, but no sales process. Six years later, ARR has compounded at roughly 30% per year under the GTM architecture my team and I built. That is roughly double the growth rate of the managed hosting market over the same period. Before Kinsta, I helped Flywheel do the same thing through its acquisition by WP Engine.

I did not get there with an MBA or a playbook borrowed from a former employer. I got there by building teams, making hires, losing sleep on forecasts, telling CEOs hard things, and revising plans that were wrong until they were right. One percent better, day after day, for six plus years. That is the whole story.

I don't feed people fish. I teach them to fish.

What I bring to a board seat or advisory role is what I wish more operators had brought to mine: direct experience with the exact problem the company is solving, pattern recognition across the hires and the GTM decisions that make or break revenue, and an honest voice when the room needs one.

I don't need the seat to build my resume. I am still doing the work at the C-level, full-time, at a company that is still scaling. Every board conversation I show up to is informed by what I am operating through myself, not what I operated through five years ago.

Nate Bliss

Dallas, TX

Where I move the needle

The team is hired. The team is also kept.

Systems matter. Process matters. But the highest-leverage decision a company makes when scaling revenue is who sits in the seat. One great AE will outproduce three mediocre ones. One wrong sales leader will stall the business for eighteen months. The math on a bad hire is brutal, and most boards don't catch it until the damage is done.

Hiring is the part of this work I am best at. Scorecards that filter for the right raw material. Interview loops that reveal how someone thinks under pressure. Comp structures that attract the right operators.

But hiring is the easy half. The hard half is retaining the A-players you hire. A great AE at a growing SaaS company can leave you for AWS, GCP, Azure, or Oracle at anytime and double their comp. The only thing that holds them is the rest of the machine: real training, real tooling, real career paths, and a culture they would not get at a hyperscaler.

How I engage

Three ways to work with me. Cash, equity, or a blend, structured per engagement.

01. Board seat

For PE/VC-backed companies.

Multi-year commitment

Formal board of directors role at a portfolio company where the thesis depends on scaling revenue. Quarterly meetings, ongoing CEO counsel, direct involvement in GTM hires and strategic pivots. Cash, equity, or blended compensation.

02. Advisory role

For founders and CEOs.

Ongoing, flexible cadence

Independent advisor or advisory board member. Monthly working session with the CEO, open access on hard problems between sessions, and pattern-matching on the GTM decisions that define the next quarter. Cash retainer or equity grant.

03. Senior operator

For the right company, at the right moment.

Selective engagements

For companies at a specific inflection (pre-CRO hire, post-acquisition integration, GTM rebuild) I take a limited number of fractional senior operator engagements per year. Cash-based, project-scoped, time-bound.

Pricing and availability

What it costs. And what's currently open.

Advisory retainer

2–3 spots open

Starting at $5K / month

Monthly working session with the CEO, async access between sessions, and pattern-matching on the GTM decisions that define the next quarter. 6–12 month engagements. Cash retainer, equity grant, or blended.

Board seat

1–2 spots open

Compensation per engagement

Formal board of directors role at a PE/VC-backed portfolio company where the thesis depends on scaling revenue. Quarterly meetings, ongoing CEO counsel, direct involvement in GTM hires and strategic pivots. Multi-year commitment.

Senior operator

Selective

Starting at $15K / month

For companies at a specific inflection — pre-CRO hire, post-acquisition integration, GTM rebuild. Project-scoped, time-bound, typically 3–6 months. Reserved for situations where the operator work is urgent and the problem is well-defined.

Paid diagnostic

Open

$10K · Two weeks

For CEOs and founders who know something is off but haven't fully named it yet. Two weeks of structured diagnosis across your GTM engine — hiring, forecasting, funnel health, org design, comp. You get a written assessment and a prioritized set of recommendations. If we keep going, the fee rolls into the first month of a retainer.

Compensation is structured per engagement. Cash retainer, equity participation, or a blend — whichever creates the right alignment for the work. Details discussed in the first conversation.

Start a conversation

30 minutes. No deck. We talk about the company.

If you are a PE/VC partner evaluating board candidates for a portfolio company — or a founder or CEO looking for an advisor who has actually lived the scale curve — start with a 30-minute conversation. If there's a fit, we talk about what the engagement would look like. If there isn't, you get an honest read from someone who has been where you're going.

Schedule 30 minutes →