Jon’s work / 01Building enterprise sales from the first hire to $50M+ in closed deals
Jon helped build Knotel’s enterprise offering, closed major accounts, developed brokerage partnerships, and supported expansion into five European markets.
Challenge
Jon joined Knotel as a consultant to serve as its first sales hire. The company was still defining its offering and had little credibility or track record with enterprise buyers.
Approach
Jon built relationships with CBRE, JLL, Cushman & Wakefield, and NKF, presenting to rooms of more than 40 brokers. That work opened the door to Microsoft. He owned the deal and account, working with internal teams on everything from meeting-room acoustics to furniture setup. The resulting agreement helped establish an enterprise-ready offering and credibility with other buyers.
Enterprise results
Jon closed more than $50 million in total deal value. Accounts included Microsoft, IBM, Oracle, Amazon, Uber, Twilio, ByteDance, Starbucks, and NBCUniversal. Selected agreements included Microsoft at $2M annually for three years, IBM at $4M annually for five years, and Oracle at $6M annually for three years.
European expansion
Jon spent six months in Europe helping launch London, Paris, Berlin, Amsterdam, and Dublin. He onboarded new hires, led local broker and enterprise outreach, connected European teams with the US organization, and helped integrate acquisitions in London, Paris, and Berlin.
Geordie AIJuliet’s work / 02
Defining the category before selling into it
Geordie AI launched security and governance for AI agents, a technology most enterprise buyers couldn't yet define, while they were still getting their heads around generative AI security.
Challenge
Enterprises were just starting to secure LLMs and try and prove AI's value. Agents promised efficiency and savings, but you can't secure or measure what you can't see. Internal ownership was unclear too.
Insight
Even CISOs lacked a shared definition of an AI agent and were uneasy about it. They wanted to learn without looking uninformed, and were far earlier on the curve than the Geordie team.
Approach
Juliet started with the basics, creating Geordie's first white paper to give buyers shared definitions of AI agents and the security gaps to close before adopting them. She built a foundational enablement kit that powered sales conversations, then carried that narrative into the website, LinkedIn, and award submissions, all informed by qualitative customer analysis.
Result
That positioning helped earn the Black Hat EU Startup Spotlight, RSAC Innovation Sandbox, and a place in the CrowdStrike, AWS, and Nvidia accelerator.
How we workUncommon Momentum / 03
When to bring us in
You’ve won customers and need help building a sales team that can repeat it. You’re moving upmarket and need someone to open and work larger opportunities. Or you’re launching a product and need to get the story, materials, and campaigns into the market.
Bring in Jon for sales and business development, or Juliet for marketing and positioning.
Jon’s work / 04$5M → $10M ARR
Building the team to execute an established sales process
CRS already had a sales process. Jon’s 12-month engagement focused on hiring, coaching and the daily execution needed to scale it.
Challenge
The founders at CRS already had a sales process. The next step was to build the team and make that process work across more representatives.
Execution
As fractional VP of Sales during a 12-month engagement, Jon hired five representatives. He worked on account targeting and outreach messaging, developed the process, and coached deals: helping the team connect its day-to-day activity with the opportunities it was pursuing.
The work was about scaling an established motion, with Jon working alongside the founders and sales team.
Company result
Company ARR grew from $5M to $10M during the engagement.
Juliet’s work / 05Making a new product sales-ready in four weeks
VERO was adding Vett, which screens rental applicants for fraud before they apply, to its platform for multifamily owners and operators. Sales needed a clear story for it, fast.
Approach
Juliet built Vett's positioning and three messaging pillars: efficiency, fraud prevention, and a better applicant experience. Each pillar traced a buyer pain through to its impact, with taglines tailored to owners and leasing agents.
Result
The framework became a sales one-pager covering personas, pain points, and features, plus a customer-facing one-pager, giving the team ready-to-use launch material.
Juliet’s work / 06Merging two brands without losing what worked
Vendr, a procurement services company, acquired Blissfully, an early leader in SaaS management software, to bring its technology in-house.
Challenge
The merger, a Series B, and the first look at a combined product all had to launch together, in a market that had become sharply more competitive.
Insight
In SaaS procurement, first-year contracts paid for themselves in savings, so the real fight was retention. Blissfully's innovative technology and reputation as a thought leader gave customers a reason to stay.
Approach
Juliet carried Blissfully's thought-leadership voice into a refresh of Vendr's brand and announced the merger, Series B, and combined product as one story, with a teaser of the year's roadmap. She set the competitive differentiation strategy with the heads of sales and customer success, then turned it into battlecards and sales training.
Result
Vendr chose Juliet to lead the combined eight-person marketing team
Jon’s work / 075+ new accounts
Launching Passport while building enterprise sales
Jon helped launch Passport and develop enterprise sales for Sharebite’s employee meal benefits.
Launch and sales motion
Jon helped launch Passport while developing Sharebite’s enterprise sales approach. He shaped account targeting, outreach messaging and pricing, and helped develop the sales process and hire the team to pursue opportunities.
Account work
Cold outreach opened conversations with Snowflake, Yext and Fanatics. Jon’s involvement also extended to closing accounts, connecting the work of building a sales motion with direct selling.
Result
Across his work at Sharebite, Jon closed five or more new accounts, including Snowflake, Yext and Lionsgate.
Juliet’s work / 08Building messaging competitors can't copy
Savills' Knowledge Cubed platform needed to win new revenue from Heads of Real Estate in a proptech market where every competitor made the same promises.
Insight
Competitive research found five claims every rival made, from efficiency gains to intuitive design, and all of them applied to Knowledge Cubed too. What only Savills had was proprietary occupier data from its roots in tenant representation, plus unique data partnerships.
Result
Juliet rebuilt Knowledge Cubed's messaging around that advantage and paired it with a sharper ICP and an ABM plan covering channels, benchmarks, resourcing, and outreach cadences.
Juliet’s work / 09Scaling inbound from plan to insight
A clear plan, hands-on execution, and ongoing reporting helped Chatdesk grow its inbound engine.
We needed to start scaling our inbound marketing machine, and Juliet was able to develop a plan, execute it, and share reports with valuable insights throughout.
Aneto Okonkwo, CEO and Founder, Chatdesk
How we workUncommon Momentum / 10
We take on the work
Jon makes sales calls, goes to conferences, follows up with prospects, works the pipeline, and closes deals. Juliet interviews customers, writes messaging and sales materials, and launches and runs campaigns.
The work we take on depends on what your team needs. We stay involved in the details, using what we learn from buyers to sharpen the message, improve the next conversation, and help the team execute.
Tell us what you’re trying to change and where you need help.
Jon’s work / 11Using building regulations to open doors for Mesa
Jon built Mesa’s go-to-market approach, used regulation-led outreach to reach buyers, and personally led the Jamestown pilot.
Reaching the right buyers
Mesa was a new commercial-building product with hardware. Jon built its go-to-market approach from scratch, focusing on asset managers and ESG leads at large office landlords and enterprise occupiers.
He used education about local building regulations to open conversations with those buyers. That outreach sat within a broader approach covering positioning, pricing, channels and the sales process.
Putting it into practice
Jon led the Jamestown pilot himself. His work included customer calls and helping pack hardware boxes at the Sidewalk Labs office, carrying the engagement from the plan into delivery.
Result
A successful Jamestown pilot and more than 10 additional sales opportunities.
QryptJuliet’s work / 12
Selling the problem buyers keep putting off
Quantum security was the largest and most complex item on a long list of priorities for CISOs, CEOs, and CFOs, and the easiest to defer.
Challenge
Quantum computers will eventually break the encryption that protects today's data, and regulated Fortune 50 companies in finance and pharma, along with the public sector, have the most to lose. But no one knows when that will happen, so more immediate cyber threats feel easier to solve and more pressing.
Insight
Quantum-securing an enterprise takes about 10 years. Buyers who expect the threat within 3 to 5 years know they're already behind. Those who expect it in 30, the more convenient belief, feel free to wait.
Approach
Juliet surfaced this through customer research and built it into the quantum threat spectrum, a framework sales used to qualify accounts and tailor the pitch. It also expanded the ICP from the C-suite to boards and their investors, because the threat was existential.
Result
The spectrum became the backbone of Qrypt's messaging, from the website and sales enablement to talks at 30+ events a year, including Nvidia GTC. Sales stopped spending time on buyers who planned to wait, and the board-level pitch opened conversations that wouldn't have happened at the C-suite level alone.
Jon’s work / 13Finding the work hidden inside a home-grown billing system
Jon helped Octane move upmarket and generated more than $1M in sales pipeline, including an opportunity with Twilio.
Challenge
Octane’s usage-based billing platform needed a more scalable sales approach to reach larger software companies.
Discovery
Jon focused on finance leaders. Cold outreach opened an opportunity with Twilio, where discovery revealed additional internal work caused by its home-grown billing system.
Jon partnered with Octane’s founder to develop that opportunity. Alongside this account work, he helped shape targeting, messaging, pricing, channels and the sales process for the move upmarket.
Result
More than $1M in sales pipeline, including enterprise opportunities such as Twilio.
The company was acquired by Stripe.
Juliet’s work / 14The manufacturing skills gap was a branding problem
As a generation of skilled workers retired, their jobs were being rebuilt around robotics and advanced technology, with pay well above local averages. Manufacturers and local governments were eager to fill them, and Transfr's VR training made that easy to deliver. Yet young people weren't lining up.
Insight
Schools were flooded with free tools that hadn't moved the needle, and they watched students enroll, get bored, and drop out. Twelve interviews across Transfr's buyers and lost deals traced that back to parents, who still saw manufacturing as dirty, low-status work. More technology couldn't fix that, but owning the industry's rebrand could
Result
Juliet's recommendations shaped Transfr's go-to-market, marketing campaigns, and sales strategy, including positioning Transfr to change how families see the industry.
Jon’s work / 15Reaching employers through direct sales and benefits brokers
As Jawnt’s consulting East Coast sales lead, Jon developed employer opportunities and broker relationships, generating approximately $1M in pipeline over 12 months.
Two routes to the market
Jawnt needed to reach large employers, healthcare systems, universities and governments, as well as the benefits brokers serving them.
Jon worked both routes. Direct outreach, introductions and events with benefits leaders helped source institutional opportunities, including Montefiore, RWJ Barnabas and NYC Public Schools. He also responded to large RFPs and developed the messaging and sales process around that account work.
Alongside direct selling, Jon built relationships with Mercer and Aon, creating broker partnerships as another route to the market.
Result
Approximately $1M in pipeline over 12 months and broker partnerships with Mercer and Aon.
Juliet’s work / 16Launching in the US on a lean budget
Six months of demand generation and content gave MEDIjobs a clear read on which US channels worked.
Juliet was able to launch our US digital marketing efforts with a lean budget in a strategic, impactful way. We now understand our marketing channels better, and she supported us with both demand generation and content marketing efforts for over six months.
Catrinel Hagivreta, Co-Founder & CEO, MEDIjobs
Jon’s work / 17Turning enterprise outreach into signed workspace customers
Jon served as Upflex’s outsourced sales lead during an engagement that resulted in several signed customers.
Challenge
Companies were looking for short-term workspace for remote employees. Upflex needed new business and a more structured approach to enterprise selling.
Account work
Jon prioritized accounts and reached out directly to real estate and workplace leaders. He also built relationships with the brokers serving them, combining direct account development with partnerships.
Company-specific presentations supported those enterprise conversations. Jon developed the sales process alongside the selling, with a way to track opportunities, conversions and booked revenue.
Result
The engagement resulted in several signed customers, alongside the strategy and process to support continued enterprise selling.
Jon’s work / 18Taking location financing from outreach to first deals
Jon served as Aikito’s outsourced sales representative, bringing its location-financing offer to prospects and helping close its first set of deals.
Taking the offer to market
Aikito provided financing against buildouts and equipment for businesses opening multiple locations. Jon combined go-to-market work with direct selling, developing outreach, messaging, partnerships and the sales process around that offer.
A concrete prospect
Sonder was exploring financing against its equipment and furniture. Jon secured a meeting with its finance leadership to discuss the opportunity.
Result
Jon also helped close Aikito’s first set of deals, which the company used in its continued fundraising efforts.
IdeasUncommon Momentum / Saved post
Before your first sales hire, answer these three questions
Who buys? Be specific about the organization, the person with the problem, and the person who can approve a purchase. A broad market description is not enough to guide a new representative’s week.
What makes the problem urgent? Look for a trigger, a consequence of waiting, or an existing priority. Interest in the product and a reason to buy now are different things.
What suggests someone beyond the founder can sell it? Examine what happened in recent wins. Which parts relied on the founder’s relationships or authority? Which explanations, proof, and steps could another person use?
Write down your current answers and the evidence behind each. Mark the guesses. The gaps can guide the founder’s next conversations and help distinguish a hiring need from a sales motion that still needs to be understood.
How we workUncommon Momentum / Saved post
Build a motion your team can carry forward
The work should become usable inside your business. Messaging needs to help someone write the next email. Sales materials need to answer the questions buyers actually ask. A process needs to clarify the next action, not just describe ideal stages.
We work toward practices your team can use and adjust: clearer messaging, useful sales materials, workable processes, and a better understanding of the capabilities a future hire needs. What we learn through execution should inform what gets documented.
A simple handover test is to ask someone who was not in the original conversation to use the material. Can they choose an account, explain the offer, or move an opportunity forward? Where they hesitate, improve the instructions or the material. That friction is useful evidence about what the team still needs.
IdeasUncommon Momentum / Saved post
What changes when you start selling upmarket?
A larger opportunity often brings more people into the decision. Your initial contact may need to explain the purchase to colleagues in finance, security, procurement, or the team responsible for implementation.
That changes the work around the sale. Proof needs to stand up beyond a good first call. Commercial terms, review processes, and implementation expectations need to be understood. Your champion may need materials they can share when you are not in the room.
Take one active opportunity and map the decision. Who uses the product, who approves it, who reviews risk, and who owns the rollout? For each person, list the unanswered question and the evidence they need. Then check whether your current deck, explainer, or implementation outline answers it. The gaps provide a more useful materials brief than simply asking for an “enterprise deck.”
IdeasUncommon Momentum / Saved post
What happens after launch day?
A launch creates a moment to communicate. What happens next determines whether the message reaches the people who need it and whether the team learns from their response.
Plan targeted distribution alongside the announcement. Identify the buyer groups, communities, partners, or existing contacts for whom the change is relevant. Give sales an outreach message that explains why it matters to that audience, with a clear next step.
Use follow-up content to answer the questions the announcement cannot carry: a practical explainer, a use case, or a closer look at how the product works. Listen to replies and sales conversations. What is clear, what is confusing, and what draws interest?
Before launch, assign an owner to distribution, sales follow-up, and the review of buyer responses. Put that review on the calendar. The announcement is the start of a learning loop.