We don't make sales anymore. We build sales.
The seat is three jobs now. Run an engine that changes under you every quarter. Raise a team through the biggest shift selling has ever seen. And still own the number like nothing else changed. Same week, same person, no extra headcount.
Nobody trains you for all three. So this is the field guide, written while doing the job.
Not just the wins. What I build, what breaks, the tools I am trying, how I lead the team that runs them, and what the number did about it. Operators figuring it out together, in the open.
One seat. Three jobs. One number.
Everything on this site runs on the Sales Operator OS: three moves, because the seat actually splits this way. Miss one and the other two pay for it.
Run the engine. The tools, the volume, the machine. Build with it, break it, and make it work for you instead of the other way around.
Tuesday looks like: an agent that needs a leash, a workflow dead in the CRM, a build that gives six hours a week back.
Lead the people. AI does not run itself and reps do not adopt what they do not trust. Decide what goes to a person, an agent, or both. Coach the craft. Distribute the build until it is the team's default.
Tuesday looks like: the 1:1 that changes a quarter, call reviews, enablement that actually sticks.
Own the number. Discovery, deal execution, forecasting, closing. The craft the tools amplify and never replace, where machine and team turn into revenue you can call.
Tuesday looks like: the forecast you sign your name to, the deal stalled at legal, the pipeline math.
The rest of this page: who is behind the moves, the receipts, and where to start.
I came to AI for a fix. I found a new way to operate.
I have carried a number for 15 years. Uber Eats, Airwallex, Notch, Mixmax. I ran the old playbook when the old playbook worked, and I was good at it.
Then came the years when it did not. A year when churn outran everything new business brought in. A pipeline we proudly called outbound that was really our own product talking, with nobody in sales listening. A tool I bought before I mapped the data underneath it, which taught me an expensive lesson about order of operations.
I am not an engineer. I sell, and I lead the people who sell. I started building because waiting for someone to fix my problems stopped being a strategy. And then the fix turned into something bigger. AI showed me a new way to run the engine, a new way to raise the team, a new way to own the number. A new way of building sales. Everything on this site is that discovery, published: the systems, the people decisions, the numbers they moved, and the exact plays you can run yourself.
15 years of numbers. Four rebuilds.
The short version. Each one is a full build story: the problem, the moves, the mistakes, and the part worth stealing.
The Sales Operator, end to end.
The newsletter is the weekly playbook. The Show is operators on the record. Operator School is where the playbook becomes something you can run.
Also on the shelf: AI Workshops for teams, and Partner if you want Heath in the room. Everything here runs in production, or it doesn't ship.
Nobody figures this out alone.
There is no certification for this and no course catalog. The people getting good are getting good next to other builders: showing work, stealing what works, testing in the open, admitting what broke.
The room is flat by design. Your build is your badge. Bring one, or bring the problem that keeps eating your Tuesdays, and build it here.
Heath ran sales at Mixmax with a builder's instinct. When his team needed something the product couldn't do yet, he'd wire up an AI-assisted solution and have it running within days, used daily by real people rather than sitting in a demo folder. Several of those ended up shaping features we shipped. He is relentless, practical, and he finishes what he starts.
It is rare to find a GTM leader who cares as deeply about their team's individual wellbeing as they do about the metrics. Heath understands that human connection and trust are critical to successful teams. He loudly shares their wins, champions women leaders, and ensures each person's voice is heard. When it comes to building, iterating, and leveraging AI and automation, Heath is at the forefront, thoughtfully identifying when and where it fits: let the robots do their job so we can focus on human connection and lasting customer relationships. As my direct manager I appreciated his style, letting me do my job, asking questions and pushing me to think deeper, without micromanaging.
I worked for Heath as VP of Revenue for several years, and he stands out as one of the best sales leaders I've worked with across multiple industries. At Mixmax he led the transition from a sales-led to a product-led-sales motion, wearing countless hats and handling all of them expertly, and he brought the team along with him. Driving short-term growth is one thing; building an engine that delivers consistency is what Heath is incredible at.
Heath led Revenue, I led Product and Growth. Those roles are traditionally destined to fight. We understood we could build together. He started our Product Channel Tiger Team, pushed us to define PQLs together, and kept showing up to the product and data conversations that most sales leaders would skip. Heath is honest in a way that's rare, he says the uncomfortable thing, and he does the work that falls between org charts. I learned something almost every time.
One word comes to mind when I think of Heath: leadership. He stepped in as we shifted to a territory model and drove Austin from the ground up toward category position number one.
Heath led our North America SME sales team with exceptional skill. His deep understanding of the cross-border payments landscape helped the business find product-market fit and propelled our sales to new heights.
If you read this far, some of it sounded like your own Tuesday. Good. That recognition is the whole qualification.
You do not need permission, a bigger title, or a budget line. You need one expensive problem, five steps, and a room where showing the messy middle is normal.
Bring the problem. I will keep publishing mine: what I build, what breaks, what it costs, how the team runs it, and what I learn. The machine, the people, and the number, in the open. We will figure the rest out the way it actually gets figured out. Together.
