I designed this career on purpose.

I get asked, fairly often, why I've moved the way I have. The honest answer is that none of it was random. Every job I've taken in the last twelve years was chosen to close a specific gap in how I understand a revenue engine. The titles were a side effect. The shape of the mental model was the point.

Early on I played every role that exists in a startup. The formative one: I took over marketing operations for a team running a B2C motion out of Marketo — which, if you know the tool, is not what Marketo is for. You learn a lot, fast, when the system is bent against its purpose and the business doesn't care because the number still has to move. I learned the seams the hard way. I learned what an MQL actually costs to define, defend, and operate. I learned which compromises in a data model haunt you eighteen months later and which ones genuinely don't matter.

Then I went to a consultancy and saw businesses of every shape and size. Different industries, different funding stages, different go-to-market motions, different levels of dysfunction. I designed data taxonomies and growth engines across more contexts in two years than most operators see in ten. That breadth is what becomes pattern recognition — the quiet thing that lets you walk into a new org and tell, in a week, where the load-bearing wall is.

Atlassian was the deep B2B enterprise chapter. Real scale, real complexity, real wins. I learned what world-class self-serve plus enterprise sales actually looks like when it works, and what it costs to keep it working. That stretch is where a lot of the operator I am today got built — at the volume and ambiguity where the lessons stop being theoretical.

The most recent move — Superhuman — gets read as a clean jump to consumer, and it wasn't. The first roughly fourteen months here were primarily B2B: I brought the AI/ML model to life for go-to-market and rebuilt the funnel architecture. That chapter mattered on its own terms — it's some of the work I'm proudest of — and it's the reason I was eventually recruited internally to lead the B2C ops and systems team. I said yes to that second move deliberately. For six years I'd been mostly B2B in the enterprise, and the side of the business I hadn't lived in was the side that drives 95% of revenue at a world-class PLG company. I wanted to understand that engine end-to-end from inside the room where the decisions get made, not from the B2B side of the same building.

The honest counterargument is that linear specialization compounds faster — that the operator who stays in one motion for a decade builds deeper expertise than the one who moves laterally. Sometimes, yes. But the orchestration layer of the next decade is going to be run by people who've actually operated both sides of B2B and B2C, who can see the seam between them, and who don't have to take anyone's word for how the other half works. I'd rather be that operator in five years than the most decorated specialist in a motion that's about to get reorganized around AI anyway.

So that's the design. Play every role early. Get breadth through consultancy. Go deep in enterprise. Cross intentionally into consumer. Each move was chosen to fill a specific gap, so the operator I become can oversee the whole engine — B2B, B2C, and the seams between them — without flinching. Careers don't have to be accidents. Mine isn't.