I run full-cycle revenue operations for a high-ticket coaching business and operate AE Performance Advisory in parallel. I close, I coach the closers, and I build the systems both teams run on.
I started closing in 2019. Music direction came before that, digital media alongside it — three rooms that look unrelated until you watch how each one is actually run. Same operating system every time: set the standard, build the system, develop the people, hold the line when it's inconvenient.
Today that system runs a closing floor at Community of Closers and a practice at AE Performance Advisory. The advisory exists because operators kept asking how the floor was built — so I productised the answer into four books instead of explaining it one conversation at a time.
Everything gets documented in public: field notes from inside the work, and a quarterly report on what landed, what didn't, and what changes next. The work has to be legible to be useful.
To get something you've never gotten before,you have to do somethingyou've never done before.
I don't sell theories about revenue. I run it. I sit at the bottom of a coaching funnel and I take it from chaos to clean systems — pipelines that close themselves, dashboards leadership can trust, conversion debriefs that actually move the next ad campaign. $232,908 in revenue and $136K cash collected in 90 days, with a 70%+ show rate, while building the reporting cadence the founder reads every morning.
I close. I coach closers. I run the architecture: ethos, logos, pathos as operational tools, not philosophy. $1.4M+ across high-ticket B2C and B2B, peer-level discoveries with CEOs and HR directors, one-call closes on $2K offers and multi-stakeholder closes on $10K+ programs. I don't read scripts. I diagnose.
I lead across music direction, digital media, and revenue operations. Three different domains. Same principles. Set the standard, build the system, hold the line. The work has to compound when I'm not in the room — that's the only definition of leadership that survives scale.
They reinforce each other on the same floor. The closing keeps me close to prospect language as it actually shows up on Zoom. The operations work translates that language into reports the founder can act on the next morning. The leadership work makes the systems survive when I step out of the room. None of the three works as well without the other two.
Outbound, qualification, close, retention, reporting, marketing feedback loop. I move a coaching business from "vibes and DM screenshots" to a calendar, a CRM, a daily pulse and a weekly debrief that actually fixes the next month.
Explore the operations work →$1.4M+ in career revenue across high-ticket B2C and B2B. 40%+ sustained close rate. Consultative — never pitchy. I treat discovery like a diagnosis and the close like a recommendation the prospect already half-wrote in their head.
Explore the closing notes →Music direction. Digital media. Sales coaching. Three different rooms. Same operating system: define the standard, build the system, develop the people, hold the line when it's inconvenient. I don't lead by title.
Explore speaking & leadership →His ability to break down complex problems into systematic, actionable frameworks is rare. The coaching transformed how our team approaches every conversation.
What sets him apart is the cross-domain thinking. He draws connections between operations, sales, and leadership that nobody else sees.
He speaks with the specificity of someone who's actually doing the work. No fluff, no recycled wisdom — just documented lessons from real practice.
Frameworks, debriefs, dashboards, and the occasional uncomfortable truth. No motivational hype. No "5 ways to crush it." Just what I'm actually running, what I'm fixing, and what's compounding.