The product isn’t a login. It’s hardware that gets crated, trucked to a site, installed by a crew, and has to keep running in weather, on someone’s property, for years. I run the operation that makes that hold up — support and service, field and installation, and the revenue that depends on both.
Senior operators are defined as much by the lines they draw as the ground they hold. This is the honest map of my surface area.
Intake, triage, response standards, troubleshooting, warranty and escalation. Every route a customer takes when something isn’t working runs through a system I designed and a team I manage. When the answer is hard, it ends with me.
Retention, expansion and service revenue. Post-sale isn’t a cost center I defend in a budget meeting — it’s a number I carry. Account health, renewal conversations and the expansion motion all sit on my side of the line.
Split with our installation manager. Site readiness, crew and contractor coordination, commissioning, and QA on the install itself. Two owners, one standard — a customer should never be able to feel where the handoff happens.
Not mine, and I don’t claim it. But when a unit ships late or a part is missing, it lands on my team and in front of my customer — so I work close to it: flagging risk early, pressure-testing dates, and keeping timelines honest before anyone has to apologize for one.
I hire, manage and develop a small direct team. Small enough that everyone owns real surface area and can make a call without me. Structured enough that nothing important lives only in one person’s head — including mine.
Aquaria, 2024 to now. I arrived as the first post-sale hire and there was nothing to inherit — no intake, no ticketing, no handoff, no documentation. Here’s what exists now that didn’t before.
Designed the whole motion: support intake and triage, ticketing workflows, escalation paths and thresholds, the AE-to-post-sale handoff, a customer education library and a self-serve resource hub. Then hired into it.
Ran complex physical installs end to end — contractors, logistics partners, internal teams, site conditions — and turned each one into documentation so the next crew didn’t start from a blank page. Now shared with our installation manager against a common standard.
Structured what customers and crews actually hit on site and brought it to engineering as evidence rather than anecdote. Product decisions changed because of it. The loop closes in both directions — customers hear back.
Built referral and video testimonial programs on the back of customers who were genuinely satisfied. Advocacy stopped being a nice-to-have and became measurable pipeline the sales side could actually work.
Retention, expansion and service revenue moved under customer operations. For a hardware company the second order is won or lost in the months after the first one lands, and that period now has a single accountable owner.
Principles are worthless until they’re visible in how a team behaves on a bad day. These are the four I hold the line on.
If the answer only exists in someone’s head, the process is broken and the person is a single point of failure. I’d rather spend a week writing the SOP than a year being the SOP.
A dashboard tells you something is off. The crew on site tells you why. I don’t make operational calls from a spreadsheet alone, and I don’t let a report stand in for a conversation.
Post-sale is where a hardware company earns the next order or quietly loses it. I’d rather be accountable for that outcome than adjacent to it and blameless.
Nobody should have to find me to get unstuck. Clear routes, clear thresholds, clear owners — so the team moves at full speed while I’m in a meeting, on a plane, or asleep.
Operations, delivery and customer work across hardware, health tech and agency environments. Deliberately short — signal over inventory.
Own post-sale end to end: support and service, the commercial outcome, and a small team. Field and installation operations shared with our installation manager.
Technical onboarding for enterprise brands, start to launch. Recovered an at-risk enterprise account through deliberate trust rebuilding and expanded it afterward. Carried a high-volume client through a critical go-live without disruption.
Led projects across design, product, SEO and content. Introduced QA process and content architecture that cut production issues and gave non-technical stakeholders confidence in releases.
Delivery work under real deadlines with real clients. Where I learned that most operational failures are communication failures wearing a costume.
I came up through sales, selling SEO and web development at an agency. Then I taught myself the JavaScript ecosystem — React, TypeScript — and spent several years in engineering roles. It made me better at the work, but customer-facing work is where I’m strongest, so I came back to it.
The engineering stayed useful. I can sit in an engineering review and follow it, read a log without flinching, and tell a customer what’s actually happening instead of what sounds reassuring. But it’s a tool in the drawer, not the headline. What I do now is run an operation.
The other one nobody expects: Spanish at a working level, which comes up on a job site far more often than it ever did in an office.
If you’re building a post-sale organization around a product that exists in the physical world, that’s the conversation I want to be in.
Send a few times that work and I’ll meet you there.