If your product is ahead of your revenue, that gap is my job.

The job: first customers to repeatable revenue.

Hired by founders and their boards to take a technical product from its first customers to a predictable number. The results below are from those builds.

$700K → $12MARR in five quarters as Global VP Sales & ChannelsTraceable

137%Net revenue retention, with 94% gross retention and an 80% POV win rateTraceable

$127K → $10MAnnualized run rate as first global sales leader, 2 alpha accounts to 80+ enterprisesLacework

135%Net revenue retention at 98% gross retention; growth drew two nine-figure acquisition offersLacework

$0 → $6.5MARR in 18 months as the company's first GTM executive, across seven global enterprisesForward Networks

$0 → $5M+Regional enterprise bookings as the first New York hire, while the company went $15M to $100MMeraki

360%Year-over-year growth in Northeast strategic-account bookingsThousandEyes

Largest enterprise wins: PayPal at $6.6M TCV, Bank of America at $4.7M, Informatica at $3.3M, American Express at $1.4M. Teams built and led as a third-line manager: up to 40 people across reps, SEs, BDRs, channel, and sales ops, including five directors. The playbook that documents the method is free.

How I partner with a CEO and a board.

Paid GTM at Unbound AI, Realm Labs AI, and Guard0 AI. A full-time chief revenue officer or VP of Sales seat is the priority.

How I approach the first 90 days.

1. Days 1-30

   Put arithmetic under the number

   • ICP and account tiering. Which accounts can actually buy, ranked, using the two or three firmographics that predict a deal in this market rather than the ten that sound right.
   • The forecast, rebuilt. Every open opportunity re-qualified against a named economic buyer and a mapped paper process. Some of it will come out. That is the point.
   • A sales capacity plan, built with the CFO. How many reps, starting which month, at what fully loaded cost, and what the plan returns if they land fifteen percent under. Before anyone hires a rep.
   • One honest conversation about whether the motion is right for the market. If it is wrong, hiring more reps makes the miss bigger and later. I say so before the plan is signed rather than after the quarter closes.
2. Days 31-60

   Install the operating system

   • MEDDPICC as the language the team speaks on deals, not a set of CRM fields nobody fills in.
   • Deal desk, weekly. Every deal over the threshold gets inspected before it is committed to anyone.
   • Pipeline generation owned and measured. Reps carry a pipeline quota alongside the bookings quota. Bookings measure what they delivered; pipeline measures what they put into the system.
   • Enablement in the order the growth number requires. The story first, then discovery, then the objections we actually lose to.
   • Hiring starts against the capacity plan, with a written scorecard per role and a defined ramp curve.
3. Days 61-90

   Run it, and make the forecast mean something

   • One pipeline review, one deal desk, one call on the forecast. Every week, same time, same format.
   • The forecast I give the CEO on Monday is the forecast the board gets in the quarter. Including the parts that are behind.
   • First hires ramping against the curve we committed to, measured weekly, not at the end of the quarter.
   • Channel and partner motion stood up if the market supports it, and left alone if it does not.

Twenty-six years, sold forward.

• 2023 – nowWesbecher LLCFounderGTM and revenue leadership for early-stage AI and cybersecurity companies. Angel investments in Oligo Security and ArmorCode.
• 2022 – 2023Traceable AIGlobal VP Sales & ChannelsRecruited by Jyoti Bansal. ARR from $700K to $12M in five quarters; 40-person org. Acquired by Harness for $900M.
• 2020 – 2022Contrast SecurityVice President of SalesAmericas West and Latin America at the $1.4B application security company; bookings $7.8M to $12.5M at 126% NRR; accounts included PayPal, T-Mobile, SAP, and Intuit.
• 2017 – 2019LaceworkGlobal VP Sales & ChannelsRecruited by Sutter Hill Ventures as first global sales leader; built every revenue function from zero; run rate $127K to $10M. Acquired by Fortinet.
• 2016 – 2017Forward NetworksGlobal Head of Sales, Channels & CSRecruited by Andreessen Horowitz as the company's first GTM executive; bookings $0 to $6.5M ARR in 18 months across seven global enterprises; helped close a $16M Series B.
• 2014 – 2016ThousandEyesDirector of SalesNortheast strategic accounts, 360% YoY bookings growth. Acquired by Cisco for $929M.
• 2011 – 2014MerakiDirector of SalesFirst New York hire; company grew from $15M to $100M in bookings run rate. Acquired by Cisco for $1.2B.
• 2009 – 2011FISDirector of SalesEnterprise sales leadership for financial technology, New York.
• 2001 – 2009TIBCO SoftwareSenior Account ExecutiveEnterprise middleware to global accounts across New York and London, where I learned the trade.