AI companies split the work between people who sell the product and people who understand the machine.
I never picked a side.

I was the first GTM and strategy hire. There was no pricing model, no sales narrative, no CRM, and no board reporting when I arrived. There is now, and the numbers moved:

• Designed a hybrid usage-based pricing model over the existing subscription tiers. Net revenue retention went from 108% to 124% in two quarters, and competitive win rates rose about 40%.
• Sat through 100+ customer discovery conversations, then rewrote the product's positioning, homepage, and demo flow around what buyers actually valued. Qualified pipeline conversion rose roughly 40% the following quarter.
• Rebuilt product analytics on Mixpanel, found the onboarding drop-off, and fixed it: activation went from 26% to 41%, and 44% of users adopted newly launched features within 30 days.
• Defined the AI evaluation bar for the flagship product, and gated customer rollouts on clearing it. Quality became a release criterion, not a hope.
• Own quarterly board reporting for Peak XV and General Catalyst: ARR, NRR, pipeline velocity, CAC/LTV, unit economics.

Daimler had been paying McKinsey to run its strategic AI initiatives. My team brought that work in-house, and I spent three years advising leadership on which AI programs to run and how to ship them across a Fortune-250 business:

• Co-authored the GenAI Factory Framework, the operating model the global Data & AI organization now uses to take GenAI initiatives from idea to production, with a reusable component library and compliance guardrails built in.
• Drove a GenAI sales co-pilot (assistant workflows, policy research, case summarization) and a corporate-finance assistant that reads 300-page financial reports and answers comparative questions that used to cost analysts days.
• Ran an applied-AI program for aftersales claims: anomaly detection that flags fraudulent and high-risk claims before payout, contributing to an estimated $2M+ in savings.
• Advised design and engineering leadership on multi-modal part recommendation to cut duplicate part creation across the global business.

First job out of engineering school. Led 10+ third-party risk assessments for a major technology client, evaluating 130+ controls across information security, data privacy, and regulatory compliance, and built the Power BI reporting the team kept using for audit readiness after I left.