Over the past two decades I’ve worked across B2B and B2B2C environments in health technology, SaaS, and workplace wellbeing.

My work has included:

• Leading commercial functions
• Developing go-to-market strategies
• Building sales processes and pipeline discipline
• Opening strategic partnerships and distribution channels
• Hiring and developing sales leaders and account executives

Much of this work has involved complex stakeholder environments including insurers, healthcare providers, employers, and strategic partners.

Those experiences shape the way I approach commercial growth today.

My work typically sits somewhere between operator, advisor, and coach.

Sometimes that means helping leadership teams shape commercial strategy.

Sometimes it means strengthening the structure and discipline of a growing sales function.

And sometimes it means helping companies hire and develop the people responsible for revenue.

The goal is always the same:

To help companies build commercial systems and teams that allow growth to happen more predictably.

After two decades building commercial teams inside healthtech businesses, I noticed the same patterns appearing repeatedly.

Founders scaling great products without commercial structure.

Senior hires made too early or too late.

Sales teams working hard but lacking clarity.

And boards asking for predictability when the underlying systems weren’t there yet.

Principl was created to solve that gap.