About
I find what's broken. Then I show you exactly how to fix it.
The first thing I notice when I walk into a room is never the data. It's the energy. I can feel the tension between stakeholders before anyone says a word. I can hear when two people are saying the exact same thing in completely different languages and neither of them realizes it. I can sense when something has been broken for a long time — not because anyone tells me, but because the silence around it is too practiced. The workarounds are too automatic. The frustration is too familiar.
The first thing I notice when I walk into a room is never the data. It's the energy. I can feel the tension between stakeholders before anyone says a word. I can hear when two people are saying the exact same thing in completely different languages and neither of them realizes it. I can sense when something has been broken for a long time — not because anyone tells me, but because the silence around it is too practiced. The workarounds are too automatic. The frustration is too familiar.
I can feel the tension between stakeholders before anyone says a word. I can hear when two people are saying the exact same thing in completely different languages and neither of them realizes it. I can sense when something has been broken for a long time — not because anyone tells me, but because the silence around it is too practiced. The workarounds are too automatic. The frustration is too familiar.That's not a skill I learned from a playbook. It's something I developed over years of sitting in almost every seat at the revenue table — product manager for an AI cybersecurity platform, product manager for a consumer mobile app, marketing across B2B SaaS and B2C campaigns, revenue leadership across seven companies. I've been the person in the room whose ideas didn't move until the title changed. I've watched the same thinking get dismissed as an employee and acted on immediately as a consultant. The information never changed. The structure around it did.
That observation became the foundation of Referb.
What I've learned about how revenue actually breaks
Most companies treat revenue like a sales problem. Hire the right closers, hit the number, move on. What that misses is that revenue is a systems problem. It lives in the space between marketing, product, and sales — in how those three functions talk to each other, hand off to each other, and hold each other accountable. When that system is broken, no amount of sales activity fixes it.
I learned this early. Before Referb, I ran a digital marketing agency for three years. Clients came in asking for social media management. What I kept finding was that they didn't have a functioning website, an email marketing plan, or a real fulfillment process. They believed that posts would produce sales. They couldn't — not without the infrastructure underneath them.
I also watched companies launch with incomplete products and insufficient support, win clients on promise, and then lose them when the reality didn't match. Then wonder why retention was suffering and new clients were harder to close. The answer was never mysterious. Companies are run by humans and they sell to humans. People remember how they were treated. They notice when a product improves only after they leave. They talk.
The pattern was always the same. It was never really a marketing problem or a sales problem. It was a foundation problem that showed up as one. Referb exists because someone needed to sit at the intersection of all three functions and tell the truth about what's actually broken.
What happens when I'm in your business
What I almost always find underneath the tension is not a strategy problem. It's a communication and infrastructure problem. No shared process. No written handoffs. No agreed-upon definitions of who owns what. Just people who are smart and well-intentioned operating in a system that was never built to scale what they're trying to scale.
When I name what's in the room, one of three things happens. Some people push back — and that's fine, because the pushback usually points directly at what needs to move first. Some people go quiet — because hearing the truth out loud after carrying it alone for months takes a second to land. And some people exhale — because they've been waiting for someone to say it.
What I want every client to walk away knowing is that this problem is not unique to them. It's not a sign that they built something broken. It's almost always fixable — with communication, planning, real listening, and implementation that happens over time with the right guidance. That's not a consolation. That's the actual diagnosis. And it's the reason this work is worth doing.
I don't hand off a deck and disappear. I stay in the room until your team understands the how and the why well enough to run without me. That's the whole point.
Outside the work
I'm based in Chicago and deeply active in my community. When I'm not in the middle of a GTM audit or a leadership session, you can find me traveling somewhere new, hunting down a great meal, shopping, staying active, or unwinding with a cozy game. I'm also a proud dog mom.
If something on this page felt like it was written about your business, it probably was. That's the point.