The founder was the top salesperson. Now the commercial function won't scale.
It's the most common pattern in this industry, and the most expensive.
Pipeline depends on relationships that don't transfer. Pricing is inconsistent across acquired entities. The sales team can't sell the integrated offering because nobody has defined what it is. Growth flattens exactly when the business needs it most: after a raise, after an acquisition, or heading into a sale process.
I have built the commercial organization from zero three times in this exact segment: once as a founder, twice inside larger companies. I come in, diagnose what's actually broken, and lead the rebuild through execution.
Track record
Founded and exited an ecommerce 3PL.
Rapid Fulfillment, 2003–2013. Built US, Asia, and Europe operations serving digital brands, CPG, and Fortune 500 clients. Closed 200+ accounts at Rapid Fulfillment, holding 98% retention. Successful exit in 2013.
Launched FedEx Fulfillment inside a Fortune 100.
GENCO and FedEx Supply Chain, 2014–2019. Built the leadership team across operations, technology, product, sales, and solution design, and carried it from concept through national launch in February 2017. Full P&L. Ran a sales motion overlaying FedEx's 4,000-person field organization. FedEx Five Star Award recipient.
Built a fulfillment business unit from zero at Kenco.
2020–2021. Strategy, financial model, hiring, go-to-market, and facility launch in Jeffersonville, Indiana. Full P&L. Won high-volume DTC ecommerce accounts ahead of plan.
Commercial practice leadership at Fulfillment IQ.
Founding Partner, 2019–2026. Exceeded year-over-year revenue goals by more than 200%. Owned partnerships with Prologis, Manhattan Associates, Deposco, Logiwa, and many other solution providers.
How I engage
Commercial Diagnostic 30 days, fixed fee
Pipeline, pricing, win/loss, team, and go-to-market, delivered as a prioritized action plan.
Fractional CRO 1–2 days per week, six-month minimum
Lead the rebuild through execution, not just recommendation.
Full-time
CRO, SVP Commercial, or GM for the right platform.
For private equity sponsors
If you've acquired a 3PL or fulfillment platform and the commercial function hasn't scaled past the founder, that's the specific problem I solve. I work with sponsors on portfolio companies through diagnostic, fractional leadership, and full-time placement.
Questions I get
How long is a typical engagement?
A commercial diagnostic runs 30 days. Fractional CRO work starts at a six-month minimum: commercial change in this industry doesn't happen faster than that, and anyone promising otherwise is selling you something.
What does the diagnostic actually produce?
A prioritized action plan, not a slide deck. Where pipeline is actually coming from, what pricing is doing to margin, why deals are being lost, whether the team is built right, and what to fix first. You own it whether or not we work together after.
Do you work with private equity sponsors directly?
Yes. If you've acquired a 3PL or fulfillment platform and the commercial function hasn't scaled past the founder, that's the specific problem I solve, through diagnostic work, fractional leadership, or helping you hire the right permanent CRO.
Are you looking for a full-time role?
For the right platform, yes. I've run commercial organizations with full P&L responsibility at FedEx Supply Chain and Kenco. If a fractional engagement turns out to be the front end of a full-time conversation, that's a good outcome, not an awkward one.