The plan is credible, but the machine is not producing.
Pipeline quality is uneven, handoffs are loose, reporting is noisy, and the executive team needs a leader who can connect strategy to weekly revenue behavior.
AI-era GTM operator for consequential B2B software moments
Repair and Transform Your Go-to-Market Engine
AI is forcing the commercial system to change. Enable the CEO and Board to convert that pressure into disciplined GTM transformation across $20M+ PE and VC-backed B2B SaaS, cybersecurity, data, fintech, HRTech, and technology services companies.
Revenue operating clarity
Value-creation pressure becomes board-ready signal.
$1B+cumulative qualified pipeline generated
$175M+ARR growth influenced across software companies
7PE and venture-backed software transformations
42global commercial team members led
The operator profile
AI is Forcing a Rearchitecting of the GTM System
Doug wrote the book on it, The Field Manual for AI-Leveraged Growth, because AI is here, and GTM has to be redesigned around it. Doug is not a pure brand executive, a campaign specialist, or a demand-only strategist. His lane is harder: diagnosing the gap between market, product, sales motion, team structure, and revenue reality, then rebuilding the GTM machine around AI without losing operating tempo.
That matters most in companies where the stakes are already high: a board wants enterprise value creation, a CEO needs cleaner pipeline math, a PE sponsor expects execution discipline, or a VC portfolio company needs senior leadership that can move without a long warm-up cycle.
Board-level mandate fit
For when growth targets are consistently missed and value creation is lagging.
The board needs a clearer path to capital-efficient growth: cleaner pipeline math, a stronger magic number, and a GTM system that can support rule-of-50 ambitions.
The board needs clearer GTM truth.
Doug brings the pattern recognition to separate signal from motion: ICP, product value, conversion points, pipeline math, team design, partner leverage, and what the current system can actually support.
The company needs executive force without theater.
Calm, direct, operator-grade leadership for moments that require trust with the CEO, credibility with investors, and respect from the teams who have to execute.
01
GTM audited.
02
Plan formalized.
03
Execution compressed.
04
Board confidence restored.
What changes quickly
The first value is clarity. The second is motion.
Compress the path from commercial ambiguity to board-ready operating decisions. The value is not a prettier plan: it is data-driven execution managed close to the revenue facts.
Board truth gets cleaner.
ICP, pipeline quality, conversion friction, product leverage, partner motion, retention pressure, and team capacity become visible enough to govern.
The team gets fewer, sharper moves.
Demand, SDR, ABM, product marketing, brand, enablement, and operations stop competing for attention and start compounding around the revenue plan.
Execution gets inspected weekly.
Strategy turns into operating cadence: accountable campaigns, better handoffs, cleaner reporting, faster decisions, and less theater between plan and performance.
How he creates value
A practical GTM operating system built around AI, speed, and capital efficiency.
01
Diagnose the revenue physics
Clarify ICP, segment economics, product narrative, conversion points, sales motion, partner leverage, retention pressure, and the pipeline math behind the plan.
02
Rebuild the AI-era commercial machine
Align demand generation, SDR/BDR, ABM, product marketing, brand, field, enablement, operations, reporting, and the AI tooling underneath them around the few moves that change the number.
03
Install execution cadence
Turn strategy into operating rhythm: board-ready measurement, campaign accountability, team structure, weekly inspection, and data-driven decisions made close to the revenue facts.
04
Expand enterprise value
Push beyond lead flow into product-led value creation, platform expansion, partnerships, wallet share, retention, and durable revenue scalability.
Market signal
People describe the same executive, across eras and companies.
Doug projects the calm of a confident leader. Humility and integrity are his signature traits.
Scott BellGlobal Business Development ExecutiveHe drove consistent results and led by example, a true servant leader and tireless tactician.
Tim SavittTechnology and customer care advisorDoug's leadership, intelligence and innovation were major factors within our continuous growth.
Steve LyerlySVP Sales of Cloud ServicesHis organization, efficiency, and clarity around the most important issues provide focus and direction.
Timothy MonninGlobal Head of FinTech Investment Banking
Leadership foundation
Military discipline, sharpened by private-equity operator experience.
Doug's background reads differently because it is different: United States Military Academy at West Point, Yale MBA, US Army officer, Iraq veteran, author, Forbes Communications Council contributor, and executive operator across finance, marketing, M&A, strategy, sales, and technology. It is an operating foundation, not a resume.
West PointBS, International Relations
Yale UniversityMBAAuthorGTM, cybersecurity growth, and disciplined leadership books, plus a forthcoming AI-era field manual
AdvocateIraq veteran and veteran suicide advocate
Operating proof
Pattern recognition from real company stages.
Late-stage PE · Global fintech CMO
2024-2025
Prophix
CMO in a late-stage Series C+ global fintech PE portfolio company selling Corporate Financial Performance Management software to the Office of the CFO.
42global commercial team led
C-levelboard-reporting GTM seat
Modernized pricing, packaging, demand, and pipeline operating discipline across marketing-led, partner-led, sales-led, new-logo, and cross-sell motions.
Seed AI · Market formation
2023-2024
Secuvy
CMO for a Seed-stage AI-native company using custom LLMs to unify data privacy, data security, and DSPM for SMB customers.
AI-nativeprivacy, security, and DSPM
Ground-upcommercial foundation built
Market planning, storytelling, and early-stage GTM leadership under real category uncertainty.
Cybersecurity · Enterprise demand
2020-2023
Protegrity
Global VP of Demand Generation for a Series B, private-equity-backed cybersecurity software company selling encryption and data protection to enterprise customers.
$78MARR pipeline built
62.9%YoY pipeline growth
13person global demand team
Scaled digital, product, field, and content marketing into a complex enterprise cybersecurity buying motion.
Build to exit · Commercial foundation
2007-2018
Arise, Velocity, Titan
Built marketing, sales ops, SDR, branding, sales analytics, and corporate development engines from scratch through growth and successful exits.
9international acquisitions integrated
3demand regions: NA, APAC, EMEA
Built CMO functions in equity-backed technology businesses and carried them through to successful exits.
For boards, CEOs, and operating partners
When growth is the priority and the path to value creation is not obvious, reach out and let’s see what we can do.
Use the form for board advisory, fractional or interim GTM leadership, CMO conversations, portfolio-company intervention, or high-stakes growth strategy work.
Best-fit conversations are with global, investor-backed B2B software companies between roughly $20M and $150M revenue, with real urgency and a mandate to transform GTM and get results quickly.
Interim GTM leadership
Step into a high-pressure commercial moment with executive authority and operating cadence.
Board and CEO advisory
Pressure-test the GTM plan, isolate the revenue facts, and define the moves that matter.
Portfolio intervention
Help an investor-backed company correct pipeline, positioning, team structure, or execution drift.
Best fit
Board advisory, interim CMO, fractional GTM leadership, or portfolio intervention.
Company profile
B2B software, cybersecurity, fintech, data, or technology services with serious revenue pressure.
Useful first brief
Current revenue target, pipeline gap, board mandate, timing, and why the existing system is not enough.