I launch revenue.
Then I run it.
A revenue operator who grows what he runs, launches what others cannot, and builds the systems that make both repeatable.
Five claims.
Every one with a receipt.
The ledger line under each claim is what an owner would check. Open any one for the detail behind it.
01 Grows what he runs.$110M region · +40% YoY · 57% → 66% close · $0 → 7 figures in 8.5 months
A nine figure region, up 40% year over year. Close rate climbed from 57% to 66% while lead costs spiked and volume fell, because the growth was built on owned channels and better selling, not more spend. A canvassing channel written off as unworkable went from zero to seven figures in 8.5 months.
02 Launches what others cannot.30 inside a footprint + 6 cold ground up · $2.1M in 5 months · division at ~$11M / month
Thirty six office launches, two very different ways. Thirty inside an existing footprint on a documented five phase system, as one of four on the national launch team. Six stood up cold at a prior company, from market research and site selection through lease negotiation, buildout, and fully operational. One original vertical launch office produced $2.1M in its first five months. That division now runs roughly $11M a month.
03 Builds the machine, not the slideware.7 named systems in production, GAUGE among them · 1,000 rep sales force · $0 incremental build cost
Named, working systems: a daily command center that puts a GM's whole day on one screen, an AI powered training platform that runs certification as a game reps want to win, rep and manager hubs, a sales to install operating system, and GAUGE, a verified rep scorecard that grades output, shape, and skill with a hard certification floor. Running today across a 1,000 rep sales force, built at no added cost to the business. Few people in this industry can sell. Fewer can operate. Almost none can build. He does all three.
04 Owns both sides of the truck.One job line, sales + install · cancel prevention before crew cost · install standard as the moat
Sales opens the market. Installs decide whether it stays open. He operates both: a shared sales and install job line with one scoreboard, a cancel prevention system that verifies payment, expectations, and access days before a crew rolls, and an install process treated as the moat, standardized, trained, documented, and owned, so no vendor decision can take the differentiator with it.
05 Multiplies people.$2.1M → $6.7M · 3 → 10 reps, all producers · +54% revenue per lead · Stevie Bronze
Earlier, as an operations manager, one market from $2.1M to $6.7M with the team grown from 3 reps to 10, every hire developed into a producer. Close rate up 14%, revenue per lead up 54%: growth from reps selling better, not more bodies on the board. Certification gates before anyone sells. Company MVP at one stop. A national Stevie medal for sales operations at another.
The method is written.
The machine is running.
Both are open here. No forms, no gate, no slide deck. Both run on any phone.
with a
system.
center.
THE BOOK · UPDATED REVIEW EDITION
The thinking
behind the work.
The Vertical. The Operator’s Playbook for Building Leaders, Stronger Companies, and Lasting Value.
35 chapters on accountability, developing people, the CLARITY sales process, and building systems that other people can run.
Every claim above is his.
These are not.
Two people who came up under him, in their own words.
"A true architect of talent, culture, and growth in the home remodeling industry… His ability to unlock potential in others is unmatched. If you have the chance to work with Michael, take it."
"He leads by example, demonstrating vision, accountability, determination, and integrity in everything he does… His impact extends beyond professional development. He teaches people how to become better leaders themselves."
Three companies founded and run as CEO. Four years in the U.S. Air Force before any of it. Every stop since, the same two constants: build on why people decide, and simplify until someone who is not him can run it. That is why the systems outlast the tenure, and why every one of them is still running.
Bring the problem
you actually have.
A new market. A growth ceiling. Sales and install that need to work as one.
One call, thirty minutes, no recruiter in the middle. He will tell you straight whether he is the answer to it.
An owner's mindset. A real mandate.
- Full P&L, or a real growth mandate
- A company that wants the machine built, not just the number hit
- Equity participation, or a documented path to it