We don't make sales anymore. We build sales.
The seat got bigger while we were sitting in it. Teams are leaner. Sales covers more channels and owns all of the new revenue. The same week holds deal reviews, customer calls, forecast reviews, board meetings, 1:1s, coaching, and enablement. Oh, and outbound is declining. Figure out why, and where. Go fix it. Go fix the behavior.
Nobody trains you for this seat. I am still learning it too. So what I publish is not just the wins: it is what I build, what breaks, the tools I am trying, and the new things I learn as I go. Operators figuring it out together, in the open, and still hitting the number.
I came to AI for a fix. I found a new way to operate.
I have carried a number for 15 years. Uber Eats, Airwallex, Notch, Mixmax. I ran the old playbook when the old playbook worked, and I was good at it.
Then came the years when it did not. A year when churn outran everything new business brought in. A pipeline we proudly called outbound that was really our own product talking, with nobody in sales listening. A tool I bought before I mapped the data underneath it, which taught me an expensive lesson about order of operations.
I am not an engineer. I sell. I started building because waiting for someone to fix my problems stopped being a strategy. And then the fix turned into something bigger. AI showed me a new way of thinking about the engine, a new way of enabling a team, a new way of building sales. Everything on this site is that discovery, published: the systems, the numbers they moved, the mistakes I would rather not admit, and the exact plays you can run yourself. The receipts, 15 years of them, are further down this page.
There is a plaque an early mentor kept on his desk: “If we're all going to eat, someone has to sell.” That is still the whole job. The rest of this page is how.
The Sales Operator is a decision, not a promotion.
Not a title. A way of working, open to anyone actually in the work: the day-three SDR, the AE grinding a territory, the CS lead reading the base, the founder selling before payroll. Four beliefs hold it up.
If those four read like notes you have already written to yourself, you are one of us. The rest is method.
Tame the Giant. Raise the Team. Plan the Deal.
Belief is not the job. Building is. This is what the building runs on: the Sales Operator OS. Three moves, one operator, one number. Everything on this site is one of these three.
Command the AI. The Giant is the load: the tools, the volume, the machine. Taming it means building with the tools, breaking them, and making them work for you instead of the other way around.
Build people, not a bot farm. Know when a job goes to a person, an agent, or both. Then distribute it, so a build that lived on one laptop becomes the team's default.
Own the number. Discovery, deal execution, forecasting, closing. The craft the tools amplify and never replace. Where the machine and the team turn into revenue you can actually call.
Four rebuilds, and what each one taught me.
Two scale-ups and two turnarounds. What the problem actually was, what I built, what I got wrong, and the part worth stealing.
Same method every time: ground the problem, then build. The playbooks and skills on this site are these builds, genericized so you can run them yourself.
Built GTM, end to end.
The newsletter is the weekly playbook. The Show is operators on the record. Operator School is where the playbook becomes something you can run.
Also on the shelf: AI Workshops for teams, and Partner if you want Heath in the room. Everything here runs in production, or it doesn't ship.
Nobody figures this out alone.
There is no certification for this and no course catalog. The people getting good are getting good next to other builders: showing work, stealing what works, testing in the open, admitting what broke.
The room is flat by design. Your build is your badge. Bring one, or bring the problem that keeps eating your Tuesdays, and build it here.
Heath ran sales at Mixmax with a builder's instinct. When his team needed something the product couldn't do yet, he'd wire up an AI-assisted solution and have it running within days, used daily by real people rather than sitting in a demo folder. Several of those ended up shaping features we shipped. He is relentless, practical, and he finishes what he starts.
It is rare to find a GTM leader who cares as deeply about their team's individual wellbeing as they do about the metrics. Heath understands that human connection and trust are critical to successful teams. He loudly shares their wins, champions women leaders, and ensures each person's voice is heard. When it comes to building, iterating, and leveraging AI and automation, Heath is at the forefront, thoughtfully identifying when and where it fits: let the robots do their job so we can focus on human connection and lasting customer relationships. As my direct manager I appreciated his style, letting me do my job, asking questions and pushing me to think deeper, without micromanaging.
I worked for Heath as VP of Revenue for several years, and he stands out as one of the best sales leaders I've worked with across multiple industries. At Mixmax he led the transition from a sales-led to a product-led-sales motion, wearing countless hats and handling all of them expertly, and he brought the team along with him. Driving short-term growth is one thing; building an engine that delivers consistency is what Heath is incredible at.
Heath led Revenue, I led Product and Growth. Those roles are traditionally destined to fight. We understood we could build together. He started our Product Channel Tiger Team, pushed us to define PQLs together, and kept showing up to the product and data conversations that most sales leaders would skip. Heath is honest in a way that's rare, he says the uncomfortable thing, and he does the work that falls between org charts. I learned something almost every time.
One word comes to mind when I think of Heath: leadership. He stepped in as we shifted to a territory model and drove Austin from the ground up toward category position number one.
Heath led our North America SME sales team with exceptional skill. His deep understanding of the cross-border payments landscape helped the business find product-market fit and propelled our sales to new heights.
If you read this far, some of it sounded like your own Tuesday. Good. That recognition is the whole qualification.
You do not need permission, a bigger title, or a budget line. You need one expensive problem, five steps, and a room where showing the messy middle is normal.
Bring the problem. I will keep publishing mine: what I build, what breaks, what it costs, and what I learn. We will figure the rest out the way it actually gets figured out. Together, in the open.
