I live in New York and lead the post-sales motion at Revin, an AI startup building revenue agents for home-services companies. I manage FDEs, CSMs, and TSEs, and I’m focused on designing and building the systems that take us from $1M to $10M in revenue.
Before that, I spent six years at Kaltura, most of it growing enterprise accounts across financial services and technology.
I started somewhere else entirely. My first job out of school was selling art at David Zwirner. I studied psychology and art history at Columbia, and rowed on the varsity lightweight team.
My background isn’t incidental to the work. Psychology and art history are both training in looking at something until you see what’s actually there — which is most of what it takes to read an account well. Rowing is training in finishing.
I still run. Four of the marathon majors so far, the fastest at Chicago in 2:41. I’m happiest in nature — running up mountains, exploring them on skis, swimming in cold water — but food, art, fashion, and friends keep me in the city (for now).
Things I’m interested in:
-
What AI is doing to writing. Models favour the em dash because it’s everywhere in the journalism, books, and academic papers they trained on, and because repeated punctuation is under-penalised during training. The interesting part isn’t the tell, it’s the direction: AI-generated text strips filler, brevity and concision are what get rewarded, and the more of that we read and imitate, the more voice gets cannibalised across all writing. Lee McIntyre’s Post-Truth argues we can get trapped in echo chambers where the same ideas are reiterated back to us. If we increasingly start our thinking by prompting rather than sketching or arguing, how much of our thinking ends up being the model’s? Em dashes will get trained out. What won’t, because it’s less visible?
-
Customer success as a revenue function. Above $50m ARR, most new revenue comes from existing customers rather than new logos — and most org charts still put the biggest team, the best comp, and the CEO’s attention on the new logo. Expansion is treated as a side quest. Why does the structure lag the economics by so far, and what does an org look like that doesn’t?
-
Adoption as the thing that decides everything. An account that isn’t using its second and third core features by the end of onboarding almost never picks them up later; by month six the workflow has hardened, around your product or around the workaround. Which makes onboarding the highest leverage window there is, and it’s usually staffed with the newest people and measured by time-to-launch.
-
Looking at art. The faculty art history trains — staying with something until you notice what’s there rather than what you expected — is one I’ve never seen taught anywhere in business.
-
Endurance. How much of a ceiling is physiological, and how much is a belief you haven’t tested?