About
I started my career in 2008 as a Teach for America corps member in Jacksonville, Florida. The job was the same one I'd do later for a portfolio of accounts: drive outcomes for 30 to 100 people a year. It took an analytical mind, real relationships, the ability to influence stakeholders I didn't manage, and an operating system that responded to signals of health and risk. Every CX role I've held since has rhymed with that work.
I didn't leave education. I changed the angle. The classroom let me drive outcomes one roster at a time. Building post-sale inside EdTech lets me shape the products, the partnerships, and the districts that reach far more students than I ever could from one room. Customer Success has always been my way to expand that impact, not step away from it.
The Career Walk
The operating system matters more than the team structure.
I joined when the company was sub-$1M in revenue, built my first segmentation model and ran my first Gainsight implementation, and made the structural call to carve CS out of Sales and take renewal quota off the CSMs, back when the field was still split on it. What I knew by the time I left: you can't run a CS organization on judgment alone. You have to instrument it, and the instrumentation is the work.
You scale retention by redesigning the system, not by hiring proportional headcount.
My Dynamic Profiles model, health-and-potential engagement scoring across the long-tail Core segment, delivered 112% net retention on ~$50M ARR and ~2,000 customers, while the company moved to a four-day work week and absorbed two acquisitions. The operating model contributed to the asset DreamBox became, acquired by Discovery Education in 2023.
The operating system has to be built around the customer's value drivers, not the company's product list.
I joined as SVP of Client Experience when the post-sale "organization" was me and one CSM. Before the team or the frameworks, I helped reposition the company around four customer-outcome value drivers, which became the bedrock of everything that followed: the value realization framework, the onboarding methodology, the health scoring, the four-function team design, and a comp plan tied to expansion and value realization. That operating system earned and executed against a $24M Series A led by PeakSpan Capital. By the time I was promoted to Chief Client Officer in 2025, the team had scaled from 2 to 28.
(Between MasteryConnect and DreamBox, I spent six months as Head of Business Development for Education at Lucid Software, where UI and product changes I project-managed delivered a 35% lift in education-user activity.)
The Record
14+
Years in K-12 EdTech
2 / 1
CS teams built from zero, one optimized
112%
Net revenue retention
6.6x
Revenue scale at Abre
$24M
Series A, post-sale model in diligence
2 → 50
Team scaled and led
Built & led post-sale at
