I’ve spent my career building the systems behind high-performing sales organizations — from ICP and segmentation to messaging, outbound motions, hiring, coaching, technology, measurement and SDR-to-AE development. At Varonis, that operating system ultimately scaled globally to 85 SDRs and roughly $50M in annual pipeline across North America, EMEA and APAC.
Great SDR teams are not created by asking for more activity. They are built by connecting people, process, operating rhythm, data and technology to a clear revenue outcome.
Define who matters, why they matter, what signals create priority, and how the message changes by account, persona and segment.
Build messaging, cadences, channels and testing around relevance and buyer problems — not mindless volume.
Hire for curiosity, grit and coachability. Build onboarding and career paths that develop sales professionals, not appointment setters.
Coach from a playbook, the data and the actual work. Diagnose whether the gap is skill, will or process before prescribing the fix.
One revenue team: shared account strategy, clear qualification, disciplined handoffs and a recurring operating cadence.
Activity is an input. Conversion, pipeline quality and revenue are the scoreboard. Inspect the funnel and improve the constraint.
I would not start with a dial target. I would build the system that makes the activity productive, measurable and repeatable.
The opportunity is not to bolt AI onto yesterday’s workflow. It is to redesign the work so technology handles friction while people spend more time exercising judgment, curiosity and buyer-facing skill.
Use AI to accelerate account research, identify relevant signals, prioritize targets, prepare outreach, assist personalization and reduce administrative work.
Protect the work that develops great sellers: asking better questions, understanding business problems, earning attention, learning from conversations and building relationships.
I believe Sales Development should be one of the company’s most important talent factories. The goal is not to keep your best SDRs forever. It is to build people the company does not want to lose.
From 2020–2025, creating meaningful internal mobility and a visible career path.
Sales Development became a feeder system for the next generation of sellers, while also developing future leaders.
Every stage tells you something. I want leaders and reps to understand where conversion breaks, why it breaks, and what behavior or process needs to change.
Listen first. Codify what good looks like. Coach against it. Measure the outcomes. Then scale what works.
I do not inherit process and protect it. I ask whether it should exist, then build what the business actually needs.
Strategy means very little if the frontline cannot execute it Monday morning. Systems have to work in the real world.
Feedback should be candid, specific and actionable. I want reps to understand why something works, not memorize a script.
Success is today's pipeline and tomorrow's leaders. I coach BDRs and SDRs as sales professionals from day one.
Top 5% AE in the first year. Led top-performing teams and earned Sales Manager of the Year three times.
Helped turn an inconsistent regional SDR motion into a disciplined outbound engine with structured cadences, KPI tracking, dashboards and coaching.
Built the operating system behind Sales Development and expanded the model across North America, EMEA and APAC.
Led 85 SDRs and six direct reports; owned an engine producing roughly $50M in annual pipeline and 30–35% of total company pipeline.
Bring the lessons of building and operating at scale to an organization ready to build, modernize or reinvent Sales Development.
I’d welcome the conversation.
V1 portfolio · next iteration: interactive playbooks, scorecard, hiring rubric and AI workflow examples.