Expertise
Areas of deep hands-on experience, the frameworks that guide our work, and the strongly held views we've developed from years of being inside companies where the stakes were real.
Functional Areas
Not a list of everything we've ever touched — a focused view of the areas where we've built real accountability, real teams, and real results.
Built and rebuilt sales organizations from the ground up. Pipeline stage definitions, deal velocity metrics, CRM discipline, onboarding playbooks, and compensation structures. Hands-on experience managing multi-stage B2B and B2C sales processes from initial contact through close.
Diagnosed and rebuilt operational systems in companies scaling too fast for their existing infrastructure. Experience across client delivery operations, production workflows, team structure, hiring pipelines, and the KPI systems that keep everything visible and accountable.
Prepared companies for capital raises from angel rounds through Series B. Narrative development, financial modeling, pitch deck strategy, investor targeting, diligence preparation, and term sheet navigation. Have been in the room on both sides — as an operator raising capital and as a board member evaluating it.
Designed and built teams across sales, operations, customer success, and product. Developed onboarding systems, 30/60/90-day plans, performance frameworks, and the cultural expectations that help people do their best work. Particular experience in early-stage hires where each person has outsized impact.
Deep experience at 52 Launch supporting consumer product companies through the full development cycle — from concept to manufacturing to market. Understanding of design for manufacturing, sampling, factory selection, logistics, and the go-to-market strategies that drive early sales for physical product companies.
As a partner at Voltage Labs, actively implementing AI-powered tools and automations for small and mid-sized businesses. Focus on practical applications: knowledge management, customer-facing chatbots, process automation, and tools that give small teams the leverage of much larger organizations.
Frameworks & POVs
These aren't borrowed frameworks from business school — they're patterns we've developed from direct experience inside companies. They're how we diagnose problems and structure solutions.
"Everything prepared for an investor should have a dual purpose — a training doc for a team member, a version for marketing or sales. If it only serves one audience, you're doing twice the work."
System 1 is pattern matching — VCs see hundreds of decks and are looking for signals they already understand. System 2 is logical reasoning, which requires effort and attention. The most effective pitch decks lead with strong pattern-matched signals (clear business model, obvious market, credible team) and use System 2 elements to explain what makes you unique. Don't bury the headline. Four rules: be simple (not precise), show don't tell, say what you mean, and tell a story.
"Investors need ten reasons to say yes and only one reason to say no. If you don't address a topic, it will be used against you — even if you weren't asked."
Most sales pipelines fail because stages are defined by activity (call completed, proposal sent) rather than buyer behavior and salesperson knowledge. The approach we built at 52 Launch defines each stage by what the salesperson knows and what the buyer's mindset is — from initial qualification through verbal commitment. This gives managers real pipeline visibility and helps salespeople understand what they actually need to accomplish at each stage, not just what activity to check off.
"The best salespeople build trust by being honest about when prospects aren't ready — and recommending they don't buy. That reputation becomes your most powerful sales advantage."
The value of a board is in its collective ability to focus on where the company is going — not on reviewing what already happened. The most productive structure we've seen: align the board on 3-5 medium-term objectives (12-18 months), then track those objectives consistently across multiple board meetings. This moves the agenda away from operational execution details and toward the strategic questions only the board can address.
"Who the board member is from a VC firm is massively more important than which firm it is. In ideal circumstances, you choose based on the person — not the logo."
Put It to Work
The right expertise applied at the right time makes all the difference. Tell us what you're working on.
Start the Conversation