Giving businesses the freedom to pursue what's next.

I’ve spent my career on the other side of the negotiating table.

As a four-time VP of Sales in the SaaS industry, I’ve helped scale technology companies across multiple markets, building revenue organizations and contributing to successful exits along the way.

Most notably, I served as VP of Global Sales at Hostaway, where I helped grow the business from approximately $10 million to $60 million in annual recurring revenue in just over two years. During that time, I built and led a global sales organization of more than 45 people, helping position the company for a successful private equity transaction at a valuation approaching $1 billion.

But throughout my career, I learned something that had little to do with selling software and everything to do with buying it.

Companies were leaving an extraordinary amount of money on the table.

As a sales leader, I was responsible for building high-performing teams while operating within tight budgets. The technology we needed rarely fit neatly into what we could afford. CRM platforms, sales intelligence, communications tools, data security, ERP systems, and countless other solutions were essential to growth, but the pricing and contractual terms often made little financial sense.

I learned to bridge that gap through creative negotiation.

Over time, I became the person companies turned to when their most expensive technology agreements needed to be evaluated, challenged, or renegotiated, whether they fell under Sales, Finance, Marketing, HR, Engineering, or Operations.

And I kept seeing the same problems.

Businesses were paying more than they needed to. Contracts were structured in the vendor’s favor. Renewal increases went unchallenged. Companies added seats, products, and services without revisiting the underlying economics. And as organizations grew, their purchasing power often went unused.

Having spent years leading teams responsible for selling software, I understood how vendors approached pricing, discounts, deal structures, renewals, and negotiations. I also understood how much flexibility could exist behind a quoted price.

That perspective became the foundation for Ramblin.

I founded Ramblin to bring that commercial experience to the buyer’s side of the table.

Today, I work with business owners and leadership teams to evaluate their technology and vendor spending, negotiate better agreements, and ensure the products they’re paying for actually support their business needs.

My goal isn’t simply to negotiate a lower price. It’s to help companies make smarter commercial decisions, eliminate unnecessary overhead, and create financial flexibility.

Because every dollar unnecessarily tied up in an inefficient agreement is a dollar that can’t be invested in growth, people, or the next big opportunity.