Ran 15 markets like my own business.
Full P&L across fifteen US markets, sales, marketing, operations, and customer success, in a street fight with DoorDash for share inside a $75B company.
What this chapter drove, and what it taught me on the way. Both up front, because the lessons are the point, not a footnote.
The 150-person salesforce was not the proudest output. The bench was: fifteen reps promoted into managers through a track that did not exist before, running at more than twice the company's revenue per rep. Recruit to a profile, ramp fast, inspect, coach off what you see. That became RAISE before it had a name.
The real test of the market-launch play was not winning a market. It was watching other teams reuse the blueprint for 20-plus entries without me in the room. If it only works when you are standing next to it, you built a performance, not a system.
The verticals did not open on hustle. An internal, market-level signal system matched category demand to market supply, so sales and marketing pushed where the return already lived. New markets started earning in well under two-thirds the time, and nobody had to guess.
I talked my way into a global on-demand marketplace with no big-company resume, and left running fifteen markets like my own business. In between is the chapter where I learned that scale is a people system wearing a revenue costume.
The setup was a street fight. DoorDash was taking share, the company was moving off a centralized model back to market ownership, and Texas needed a hub that did not exist. Core-market launches were rinse and repeat, but the business was diversifying into verticals with no playbook, and no signal to say where a push would actually pay.
The part I am proudest of is not the 150-person salesforce we built from zero. It is what the org produced: fifteen reps promoted into managers through the the management-development track, the company's first seller-to-leader track, with the team running at more than twice the company's revenue per rep. A hub is headcount. A bench is a system. That was RAISE before it had a name: recruit to a profile, ramp fast, inspect the work, coach off what you see, and hold a number you can defend.
None of the verticals were sales projects. Opening grocery, pharmacy, and the first US alcohol pilot took ops owning market readiness, marketing owning demand at launch, product owning catalog and flow, and legal owning the regulatory lines, alcohol above all. The proof it ran as a system and not a hero project: the launch play got packaged into a blueprint other teams reused for more than twenty market entries without me in the room.
And underneath it sat the engine: an internal, market-level signal system matching category demand to market supply, pointing sales and marketing at the density that returned. New markets started earning in well under two-thirds the time.
Fifteen markets past $100M. The number-one region in the country at 185%+ average attainment across three years. Austin to number two and El Paso to number one against DoorDash, and Torchy's Tacos won off an exclusive. The street fight was won by the bench, the partners, and the signal, in that order.
The street fight had no signal and the verticals had no playbook. The company was launching and spending everywhere at once with no read on where demand and supply justified the push, so the real problem was information, not effort.
The bench and the blueprint came before the tooling: a 150-person hub recruited and promoted on a system, a launch play packaged for reuse across functions, and the demand-to-supply signal engine built to serve both.
The rote launch and scoring work went on rails so people spent their hours on accounts and coaching, and the company's first management track let leaders scale themselves.
N · NORMALIZE is how the team made it the default way of working. T · TIE BACK is the outcomes below.
How the build unfolded.
What I owned, and what it produced.
The whole commercial number, and the receipts it threw off. Pick a lens.
Built Texas from zero to the number-one region in the country, at 185%+ average attainment across three years.
What the people I built with said.
One of the strongest sales leaders across a global on-demand marketplace US and Canada. He built teams that became high-performing within weeks, and operates at a strategic level on segmentation, ideal clients, and messaging.
A standout sales leader and a major piece of US/CAN a global on-demand marketplace' success. He built the Dallas office, hired world-class leaders and reps, and set the cultural norms and coaching standards.
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.
Not only a manager but a great mentor. Heath knows how to motivate a team and bring out the best in the people around him.
In four and a half years and eleven managers at a global on-demand marketplace, Heath stood out. Data-driven, leads by example, and made sure every action had a purpose and the numbers to back it.
An incredible business partner with a rare skillset: trusted by senior leaders to step into a cross-functional project and represent an entire sales department. His execution helped grow a global on-demand marketplace in the right direction.
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