About
For most of my career, the work that energized me most wasn't in my job description.
Platterz, 2016 — A young team with a very big idea.
Platterz, 2020 — 200 people across North America, right before the world stopped.
Thriver, 2024 — After a rebrand and rebuild, ready for what's next.
I was part of the founding team at Thriver, formerly Platterz. There from day one, when the whole company could fit around one table, through nearly a decade of building. Hypergrowth across multiple markets, a pandemic that took us from $100M in revenue back to nearly zero in a matter of weeks, a rebrand and rebuild, and eventually the acquisition in 2024.
I ran revenue and go-to-market functions including sales, customer success, partnerships, and operations. I reported directly to the co-founders and worked with every department in the company. I lived through every phase a company can go through, and what that decade gave me, more than anything, was instinct. The kind you can only build from being inside something that intense for that long.
Beyond my official role, I was often the person founders and executives came to when decisions were unclear or tensions were high. I mediated between co-founders when things got tense. I walked into conversations with leadership when I could see something going sideways that nobody was addressing. I asked the questions other people were avoiding, and pushed back when I thought we were heading toward an expensive mistake. I was the unofficial sounding board for people who needed to think out loud with someone who wasn't going to judge them or make it political.
I remember thinking more than once that if someone was actually paying me to do that part of the job full-time, that would be a pretty good life.
As it turns out, it's what I get to do now.
Looking back, every phase of building had its own version of the question I didn't know how to answer yet.
Learning to separate real urgency from manufactured stress, and building the resilience to operate under demanding leadership without losing myself in the process.
Navigating the shift from being a colleague and peer to being people's boss, and trying to balance wanting to be good with wanting to be liked.
New markets, bigger teams, more responsibility. Learning to zoom out from my little corner of the business and see the whole chessboard. Moving from operator to strategist.
Recruiting, hiring, and eventually firing. Learning to read people, spot patterns, identify the rising stars, and the potentially toxic personalities.
What's my role here? Watching the company hire people older and more credentialed than me, and figuring out how to keep growing and proving value in a business that was growing faster than any of us could keep up with.
A global pandemic that wiped out our revenue overnight. Letting go of half the company, including some of my best friends. A major pivot and rebrand, and the long, grinding rebuild that followed.
Knowing when to stay, and when to quit. Navigating the sale of a company, my role in it, and untangling my identity from the business I helped build for 10 years.
I didn't have a coach through any of it, but I wish I had. I would have loved to have someone who'd been through enough of it to sit across from me and help me see what I was missing.
That's what I'm doing for the people I work with now.
Today I work with a small number of founders and leadership teams at a time. I embed myself in what's actually going on by meeting with the key people, building an honest picture of where things stand, where the tensions are, and where the strategy might be going off the rails.
I bring the operator experience of having built things alongside a genuine interest in how people lead under pressure, because in my experience those two things are always connected.
I work with a small number of clients deliberately, and I build with continuity in mind. When an engagement ends, I want what we built together to run without me.
After the acquisition, I did what I'd always dreamed of, and took a year off. I was burnt out and honest enough to admit it. I spent time with my family, reconnected with things I'd let go of, and got back the balance I'd always known I was missing while I was still in builder mode.
My dream is to own a property in the countryside and operate a small farm, restaurant, coffee shop, and brewery, and host short-term stays. I want young adults to work there and develop leadership and entrepreneurship skills, and build something of their own.
What I've realized coming out of my time off is that I want to help people find the clarity and balance I eventually found while they're still building, not only after they've crossed some finish line. That's what this work is, and it's the most energized I've felt professionally in a long time.
That's what I'm here for. I start with a short working session and offer a chance to think clearly together before either of us commits to anything.
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