Board and advisory work for the companies building toward the next exit.

Six years inside the scale curve — not theorizing about it.

I joined Kinsta as the first dedicated revenue leader. No CRM. No forecast. No playbook. A great product, great customers, and a team selling on instinct. Today Kinsta is the #1 rated company in its category on G2 and has scaled ARR more than six-fold under the GTM architecture my team and I built. Before Kinsta, I helped Flywheel do the same thing through its acquisition by WP Engine.

I did not get there with an MBA or a playbook borrowed from a former employer. I got there by building teams, making hires, losing sleep on forecasts, telling CEOs hard things, and revising plans that were wrong until they were right. One percent better, day after day, for six years. That is the whole story.

I teach men to fish. I don't sell fish.

What I bring to a board seat or advisory role is what I wish more operators had brought to mine: direct experience with the exact problem the company is solving, pattern recognition across the hires and the GTM decisions that break revenue, and an honest voice when the room needs one.

I don't need the seat to build my resume. I am still doing the work at the C-level, full-time, at a company that is still scaling. Every board conversation I show up to is informed by what I am operating through that week — not what I operated through five years ago.

Nate Bliss

Dallas, TX

Winning GTM teams are hired, not trained into existence.

Systems matter. Process matters. But the single highest-leverage decision a company makes when scaling revenue is who sits in the seat. One great AE will outproduce three mediocre ones. One wrong sales leader will stall the business for eighteen months. The math on a bad hire is brutal, and most boards don't catch it until the damage is done.

Hiring is the part of this work I am best at. Scorecards that filter for the right raw material. Interview loops that actually reveal how someone thinks under pressure. Comp packages that attract operators who would rather win than be comfortable. Reference checks that get past the polished version.

In a board or advisory role, that shows up as pressure-testing the CRO hire before the offer goes out, coaching the sales leader who is one quarter from being replaced, and catching the org-design decisions that look right on a slide but break the first time they meet reality.

Three ways to work with me. Cash, equity, or a blend — structured per engagement.

I don't carry one. My job is to help companies set the right one.

We set a baseline for what a founding AE should realistically close. We guess, we test, we revise. That baseline tells us the company's true rep capacity — and once we know that, we scale the team and improve output per rep at the same time.

One percent better, chipping away day after day. That's how Kinsta went from patchwork to G2 #1. It is not magic. It is discipline applied to the right metrics for long enough to compound. At the board level, my job is to make sure the company keeps its discipline when the temptation is to chase a shortcut.