Global Executive · B2B SaaS
I get hard things done for B2B SaaS.
Rebuilding revenue engines. Leading M&A integrations. Transforming operating models.
Rebuilding revenue engines. Leading M&A integrations. Transforming operating models.
Where I've operated
Three areas of value creation, each with a track record.
Build and scale high-performing revenue organizations.
Restructuring business models for efficient growth.
From deal thesis to delivered synergies.
"JD has an ability to cut through a lot of BS and get to the heart of problems, help unpick them, and drive winning strategies and behaviours for the benefit of all stakeholders. You get a sense of what best practice looks like in many operational disciplines, coupled with a sharp focus on high-performance and accountability."
"I worked with JD through the closing of a transaction, across value creation and realising synergies. The focus and vision he applies in a specific area yields extraordinary results. His approach to leadership develops strong interpersonal relationships and a high-performing environment where people thrive."
"Everything we've done with JD is enabling us to maintain our strong growth trajectory while significantly and sustainably improving our margins. Beyond the business results, JD has had a real impact on me personally—his straightforward, no-nonsense approach has helped me become a more effective CEO."
Long-form essays and shorter articles on execution, AI, operating models, and the economics of data.
Experience is an unforgiving teacher. Seven lessons I've learned about running integrations that go beyond the consulting playbooks.
Culture isn't an input you set; it's an output of how you operate. Why standard culture playbooks fail and what to do instead.
You can't scale a service business if delivery requires human intervention - and it doesn't require sacrificing flexibility.
Being fair and data-driven in PMI sounds right. But it doesn't lead to better outcomes—it slows decisions and delays pain while the business misses its targets.
The fear of losing flexibility is the most common reason companies fail to scale, and it's a fear that is mostly misplaced.
Improving the manager-employee relationship may be the most important thing leaders can do to improve business performance.
I'm open to CEO, C-suite, or PE operating partner conversations in B2B SaaS.
Based in Paris, I work across the US, UK, and EU.
