An abstract path evolving from code blocks into connected AI systems guided by people
Customer growth & GTM leadership

Growth starts with useful adoption.

Expanding an enterprise platform at Box, exceeding quota at Braintrust and ADP, and leading a new GTM motion at G2i.

01

100 seats became 3,000.

At Box, I won an initial deployment, then spent roughly a year helping the customer build a case for a much broader platform.

Make the first deployment work. Legal, finance, and executive teams received the first 100 seats. I worked with their deployment team on training and walkthroughs. Positive feedback created internal champions.
Connect the platform to the business. Fragmented content and Microsoft 365 workflows opened a larger conversation. I positioned Box as an API-connected content layer and brought in a partner for invoicing applications.
Stay through the commercial work. Multiple pricing proposals, stakeholder discussions, and budget cycles led to 3,000 seats on a three-year agreement.

Carried a $1 million annual sales quota. Met prorated quota in year one and full-year quota in year two.

02

Own the number.

Individual attainment and company growth measure different things. Each is part of my record.

Braintrust · 125% to 140% of quota. Achieved that range each year against annual billings quotas of $2.5 million to $3 million. Expanded enterprise talent relationships before moving into VP, Client Development.
ADP · 176% of quota. Earned President's Club in 2018 selling workforce management solutions.
G2i · 122% revenue growth. Helped drive company growth from 2024 to 2025 as the business expanded beyond engineering staffing. The work included sales, partnerships, human data, and GTM operations.
03

Presence was the top of the funnel.

At G2i, events and relationships helped us reach frontier-lab teams and build a new pipeline.

The presence engine

Events, dinners, and creator distribution put the team where frontier-lab researchers already gather.
Conferences the team produced. React Miami and AI Engineer Miami, end to end. Presence at AI Engineer San Francisco and London Tech Week.
Dinners. VIP dinners in London, New York, and Paris. The part of the funnel no dashboard captures.
Creator channel. Feeding recruiting and human-data pipelines at once.

proof it workedQ2 2026: 1,075 leads, 59% of the quarter, led by AI Engineer World's Fair.

04

The human-data layer.

The company already owned the hard assets and an expert network of engineering. The gap was organizing cohorts into what the labs wanted.

Engineering experts organized in cohorts to deliver coding, reinforcement-learning environments, and human-data work for AI labs
Define the expertise. What are the labs looking for? Engineering expertise, reinforcement learning environments, senior-level human data experts.
Add only the AI-specific owners. GTM, program ops, expert ops — a small team with clear seats, not a giant org on day one.
Sell trusted outputs, not access. The market pays for results that improve models, not for a rolodex of experts.
05

Operating discipline that didn't exist before.

The staffing business ran on instinct and spreadsheets. It left running on a system.

Live RevOps. A real-time pipeline dashboard, an automated weekly leadership brief, and a forecast whose thresholds are tunable without a code change.
Trusted data underneath it. Lead database and hygiene rebuilt so the reporting could actually be forecast on.
Paid acquisition on ROI, not gut. Proved the channel, scaled while the return held, walked away when it didn't.

From inside the org

One thing that really stands out about Patrick is how much he embraces AI and agentic workflows. He's one of the best people I know at using AI to get work done more effectively. He constantly shares what he learns, and because of him, so many people on the GTM team started using AI in their day-to-day work.

Yousra SalehSenior Growth Manager, G2i. Reported to Patrick.

I had the pleasure of learning from Patrick about agentic workflows, AI agents, and the broader systems that enable teams to operate more effectively. His democratic leadership style stood out most. He trusted his teams to execute, empowered them with the right guidance, and avoided unnecessary micromanagement.

Kyle RogersMilitary Veteran, Customer Success and Revenue Leadership. Reported to Patrick.