Track record
Six CEO tenures. Measured the same way.
Public, private-equity-backed and venture-funded technology companies — each a turnaround, a repositioning or a scale-up — plus two years on the buy side. For each: what was inherited, what changed, and how it ended.
Headline results
Feb 2023 – Sep 2025
Marchex, Inc.
Nasdaq: MCHX
Chief Executive Officer
Advisor to the Executive Chairman, 2025 – 2026
Public SaaS · conversational analytics · ~$50M revenue
The situation
Recruited by the Executive Chairman after successive attempts to turn the business had failed: a declining call-analytics company assembled from five acquisitions, unprofitable since 2013.
What changed
- Authored the strategy that repositioned the company from call analytics to AI-driven prescriptive vertical analytics — the positioning Marchex still carries to customers and the Street.
- Rebuilt go-to-market from a horizontal model into four verticals — automotive OEM and dealer, auto services, home services and healthcare — including the segment framework reported to the Street.
- Consolidated five acquired companies onto one customer platform and one internal systems, brand and back-office stack; migrated everything to Azure and decommissioned the co-locations.
- Shipped agentic AI into the core product. The Engage Platform was named AI Agent Product of the Year in 2025.
| Measure | From | To |
|---|---|---|
| Earnings per share | Negative since 2013 | Positive |
| Gross margin | 50% | 70% |
| Expense run rate | $55M | $38M |
| Product and systems stacks | 5 acquired companies | 1 platform |
Outcome First profitable year since 2013. Named one of the Top 25 Tech CEOs of Seattle (2025).
May 2021 – Feb 2023
Gemspring Capital
Operating Executive
Lower-middle-market private equity · software and managed services
The situation
Engaged as the operating principal to build a software and managed-services platform, with the intent to chair or lead an acquired portfolio company.
What changed
- Co-authored the software and managed-services investment thesis — target profile, value-creation levers and integration playbook.
- Sourced and qualified targets through a personal network, the firm’s business development and investment-banking relationships.
- Served as the operating expert on diligence teams, assessing business health, leadership capacity and transformation readiness; led management presentations for down-selected targets.
- Partnered with consulting firms on financial modeling, pricing and value-creation projections, and synthesized the findings into investment committee recommendations.
Outcome Two years on the buy side: how a sponsor underwrites a management team and a value-creation plan before the deal is signed.
2020
The Intersect Group
President, Chief Executive Officer & Director
Professional services · staffing, consulting and analytics · Atlanta
The situation
Led the firm through the full arc of the COVID-19 disruption — the year that broke much of the staffing and consulting sector.
What changed
- Held the client base and the delivery organization intact through a full year of remote operation.
- Established a new data and analytics practice, extending the business beyond talent placement into higher-margin consulting.
Outcome Came out of 2020 with revenue and gross margin both improved, in a year when most professional-services peers contracted.
2014 – 2019
Astreya Partners
President, Chief Executive Officer & Director
Global IT services · clients including Google, Meta, eBay and Amazon
The situation
Hired to reinvent a global technology services firm — from transactional staffing to managed services delivering data center, cloud and network optimization at enterprise scale.
What changed
- Expanded to 33 countries, with delivery centers in Ireland, Singapore and India.
- Doubled gross margin and improved client retention through service innovation and data-driven performance management.
- Built a 70-member global management team with clear accountability and cross-market collaboration.
| Measure | From | To |
|---|---|---|
| Enterprise value | $20M | $220M |
| Revenue | $23M | $150M run rate |
| Employees | 600 | 1,400 |
| Gross margin | — | Doubled |
Outcome 11× enterprise value over the tenure. The platform built in this period was acquired by Cognizant in 2026 for $634M.
2009 – 2017
9Lenses, Inc.
Founder & Chief Executive Officer
Venture-backed SaaS analytics · clients including Oracle, SAP, IBM and Lockheed Martin
The situation
Founded to automate organizational diagnostics — turning the 9 Vectors from a consulting method into software.
What changed
- Built a machine-learning analytics platform adopted by Fortune 500 enterprises.
- Sole inventor of U.S. Patent 9,489,419 B2 — automated data ingestion and analytics schema management.
- Published the 9Lenses Insight to Action® and Snapshot9® frameworks.
| Measure | From | To |
|---|---|---|
| Venture capital raised | — | $13M |
| Annual recurring revenue | — | $5M+ |
| Cash flow | — | Positive |
Outcome The patent and framework now sit with (I)Sage Management LLC and are licensed to TheGreyMatter.ai.
2005 – 2009
Everest Software, Inc.
President & Chief Executive Officer
Integrated ERP and point-of-sale software · on-premise to cloud
The situation
Recruited by the Updata Partners, Sierra Ventures and Boulder Ventures syndicate to reverse a declining business serving 3,000 customers and convert it from on-premise licensing to cloud delivery — head-to-head with NetSuite as it entered the segment.
What changed
- Consolidated 23 on-premise ERP and POS instances into a single cloud platform and migrated the customer base onto it.
- Retired the on-premise line rather than running it in parallel, moving revenue toward subscription.
- Reorganized sales and delivery around vertical markets.
- Completed the transformation on $2M of venture debt, repaid in full at exit, with no further equity.
| Measure | From | To |
|---|---|---|
| Operating expense | Baseline | −50% |
| Revenue | Declining | +26% |
| Sales productivity | Baseline | +100% |
| Product instances | 23 | 1 cloud platform |
Outcome Profitability restored within two fiscal years; profitable sale to Versata in 2009.
2002 – 2005
Infodata Systems, Inc.
Publicly traded
President, Chief Executive Officer & Director
Enterprise content management · classified government, life sciences and financial services
The situation
Recruited after a pending sale collapsed, inheriting a broken culture and a balance sheet that had consumed nearly every dollar ever raised — $20.3M of paid-in capital against an $18.5M accumulated deficit.
What changed
- Rebuilt the organization and returned the company to profitability funded entirely from operations — no equity or acceptable debt was available.
- Delivered into classified government programs alongside regulated commercial customers, under parallel compliance regimes.
- With the board’s independent special committee, ran a full strategic-alternatives review: 150+ targets screened, nine acquirers engaged, about 20 capital sources approached.
| Measure | From | To |
|---|---|---|
| Consecutive profitable quarters | Years of losses | 11 |
| Equity value | ~$0.5M market cap | $7.4M at exit |
Outcome About 14× growth in equity value and an all-cash sale to McDonald Bradley, Inc. in 2005. One of the youngest public-company CEOs, at 32.
Capital
Investing as well as operating.
- (i)Sage
- Founder & Managing Director. Raised and closed a $23M venture fund.
- 9Lenses
- Raised $13M of venture capital across multiple rounds.
- Everest Software
- Completed the cloud conversion on $2M of venture debt, repaid in full at exit, with no further equity.
- Gemspring Capital
- Operating Executive — investment thesis, sourcing, diligence and investment committee.
Governance
Eight boards, from the other side of the table.
Public, venture-backed and sponsor-backed directorships across enterprise software, data and analytics, national security technology and communications.
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