See what we have done
Recent Projects
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The problem: After an acquisition, they inherited a mess: six different spreadsheets tracking contacts, no unified system, and roughly 18% of leads falling through the cracks. Deals were dying not because of bad sales—but because no one knew who to follow up with or when.
What we did: Consolidated all six spreadsheets into a single CRM with one clean tracking sheet. Built a multi-stage sales process so the team could see every deal's status and know exactly what action to take next.
Timeline: 3 months from chaos to closed deals.
The result: $1.2M in sales in year one.
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The problem: An engineering software company needed leads, but their market was so niche that off-the-shelf lead gen tools were useless. They couldn't just buy a list. Their ideal customers were buried across specialized companies and research institutions.
What we did: Built a custom research process: manually pulling contacts from LinkedIn who met specific criteria, identifying companies with relevant research interests, then reaching out through cold email and LinkedIn messages. When someone responded, we handed them directly to the CEO.
The result: 300+ qualified leads in the first month, with 100 to 200 new contacts added monthly on an ongoing basis. Within my time on the project, this generated 10 demos, 3 lunch-and-learns, and 3 closed deals, which is solid traction for a long-cycle enterprise sale.
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The problem: A software startup had client information scattered across 8 different systems. No one could see when licenses were coming up for renewal, so happy customers who wanted to renew simply weren't being contacted. The company would only find out when a client called in to start a new project and discovered their license had expired, often losing 3 to 6 months of revenue per customer.
What we did: Consolidated all 8 systems into HubSpot so the team could see every client relationship in one place, including renewal dates.
Timeline: 1 month.
The result: 30% increase in client retention and $350K in revenue.
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The problem: A home staging company had data everywhere: ADP, Quickbooks, Hubspot, plus Google Sheets for their staging calendar, proposal tracker, mileage, and accounting reports. Twelve platforms, none of them talking to each other. When the CEO or accountant had a question, someone would spend weeks manually pulling numbers, only to end up with a small snapshot that didn't account for seasonal swings. The data was either bad or impossible to collect at all.
What I did: Collected 24 months of historical data into one Google Sheets database, hand-coded the formulas, and built a dashboard that pulls from 12 tabs to show real-time metrics. The whole system took 6 weeks to build. I still update it weekly.
What they can see now: Days furniture sits out of the warehouse. Time across the entire sales funnel. Which salespeople are making progress. Cost and revenue per job, including how travel time and house size affect margins.
The result: Saved over 50 hours per month across the team on data projects that used to go nowhere. More importantly, the data revealed that the core business had such tight margins that small tweaks wouldn't move the needle. That insight led them to launch a new furniture sales division with better margins.
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The challenge: Defense and technology companies developing cutting-edge software needed to apply for federal Small Business Innovation and Research grants, but the proposals required translating highly complex technical work into language that non-technical reviewers could understand, then building a compelling business case for each technology.
What I did: Wrote commercialization reports for federal proposals covering simulation software, quantum physics, nuclear applications, and additive manufacturing. Each 10-page report required learning the technology quickly, often with minimal documentation from the company, then making a clear, well-supported case that the technology was a solid investment. Some proposals had six to eight weeks of lead time. Others had two to three weeks, including over the holidays.
The scope: Eight proposals across two companies. Approximately 100 hours of work per proposal including research, writing, editing, and compliance formatting.
The result: All eight proposals were completed on time and met strict federal compliance requirements. Three have been funded so far, averaging $1.2 million each.
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The problem: A home staging company had hit a ceiling. The team was maxed out on the relationships they could manage, but they had no dedicated sales function to bring in new business.
What we did: Designed and built a 3-person sales team from the ground up. Set them up in HubSpot with call scripts and email templates, then trained them on working the system. Their job: reach real estate agents who coordinate staging for home sellers.
Timeline: 3 months from zero to a functioning sales team.
The result: $600K in new revenue in the first year, 300% ROI, and a 20% increase in annual revenue.
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The problem: A large corporation claimed ownership of a common word and sued a small business for using it. The small business needed survey data to prove the word wasn't owned by anyone, but traditional research would have cost tens of thousands of dollars.
What we did: Conducted three surveys totaling 7,000 respondents across different platforms and populations. We gathered opinions on how the word was used, both from people in the corporation's direct sphere and from the general population, to demonstrate that the word had broad, common usage across many contexts.
The result: When the corporation saw the data, they immediately asked the court to dismiss the case. Their lawyers told our client's attorney they would find another company using the same word who didn't have access to this kind of research.
So at the client's request, we published the data online for free. If anyone else gets targeted, the evidence is already there.
Budget: $2,000.
Timeline: Three weeks
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The project: A research-based book on an obscure religious practice that is often shrouded in secrecy. Co-written with two colleagues from graduate school.
The challenge: Getting honest, useful data on a topic people don't openly discuss required careful survey design and tactful questioning.
What I did: Designed and conducted a survey of over 4,500 respondents, collecting both quantitative and qualitative data. Analyzed the results and co-wrote the book. Collaborated remotely with two co-authors over five years while we were all raising young kids and running our own businesses.
Why this matters: Good survey design sets up data to be useful beyond just a snapshot. Knowing how to ask the right questions of the right people is what gets to the bottom of complex problems.
The result: Published by University of Illinois Press.
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The problem: A home staging company had no system to reward repeat business. Real estate agents who brought multiple jobs were treated the same as first-time customers, with no program to recognize loyalty or encourage referrals. This kind of rewards program doesn't really exist in the industry.
What I did: Designed and built a rewards program where real estate agents earn one point per staging job. At five stages they earn $500 in credits toward future work. At ten stages they earn $5,000. I built the tracking system from scratch, including a custom spreadsheet updated weekly, a pivot table for analysis, and a separate sheet to manage redemptions. The program launched with 19 months of historical data so existing loyal agents started with credit for their past business.
The scope: 105 real estate agents currently enrolled, with about five new agents added per month. Takes 45 minutes per week to maintain. Ongoing through December 2026.
The result: 10% increase in returning agents within five months, with a goal of another 15%. Referrals from returning agents to new agents have increased by 200%. Real estate agents have been excited about the program because nothing like it exists in the staging industry.
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The problem: A CAD engineering startup sold complex simulation software, but their installation tutorials were out of date. The instructions didn't match current Windows, Mac, or Linux operating systems, and the written download procedure contradicted what their own installer actually said. Customers were getting stuck before they even started using the product. Programmers and support staff were spending about 20 hours a week just helping people get the software installed.
What we did: Rewrote the tutorials, installation instructions, and support materials to match the current product and operating systems.
Timeline: 1 month.
The result: 90% decrease in customer onboarding questions, 60% reduction in service requests, 20 hours per week freed up for the team, and 18% increase in renewal rates for the year.
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The problem: Two cohorts of doctoral students in a fast-paced program were stuck. They had collected data but didn't know how to analyze it. The program brought me in to help them get unstuck.
What I did: Worked with 15 students over 9 months, meeting weekly and coordinating with their supervisors when needed. For each one, I assisted with research design, data analysis, and writing the methods and results sections. For students who had already collected data, I helped them understand what they could actually do with what they had.
The result: 100% completed on time in a program with very little margin for delay, with all data analysis and technical writing delivered on deadline. Eight of the 15 went on to publish their research in peer-reviewed journals.
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The problem: Surveying hard-to-reach populations traditionally costs $10,000 or more per study, putting rigorous research out of reach for academics and smaller organizations.
What we built: SurveyWise Analytics, a research collective of 25 academics across the United States, United Kingdom, and Canada. We developed a methodology leveraging online platforms and innovative sampling techniques to reach niche populations at a fraction of the traditional cost.
My role: Co-founder, survey design, data analysis, and publication of findings.
The scale: Projects ranged from 500 to over 500,000 responses. The collective operated for three years and continues to analyze and publish data from our surveys.
The result: My work has produced 12 peer-reviewed publications and 3 textbook chapters. The collective as a whole has generated approximately 30 peer-reviewed papers and 15 book chapters.
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The problem: A 3D printing software startup wanted to grow but wasn't sure how. They had been focused on landing large enterprise clients but kept hitting walls.
What we did: Conducted 24 in-depth customer interviews over two months to understand how people were actually using the product and what was blocking sales.
What we found: Larger companies kept stalling because they were worried about buying from a startup. What if the company went under and they lost access to the software? Meanwhile, the startup had been avoiding smaller customers because they wanted the prestige of big logos. The interviews revealed that smaller companies could move fast, didn't have the same risk concerns, and were eager to buy.
The result: They shifted focus to smaller, more agile customers and generated $50K in new license sales within three months. Another $200K was projected from deals already in the pipeline.
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