Builder of customer-facing
operating systems.

What he walked into. Given his performance at ChannelAdvisor, Sean was assigned the "A-team" — the largest clients, the most reputable brands, the highest ARR and GMV. The expectation was retention and expansion at scale.

What he did. Sean drove adoption, retention, and expansion across 75 accounts. He designed account planning routines, escalation processes, customer health visibility, and engagement models. He partnered with strategic sales on deal strategy and customer positioning (the $589K side-project story lives inside this role). He coached the team relentlessly.

In his words: "This role really strengthened my ability to properly lead people in sometimes difficult situations and big wins. I found my passion for working with great people and leading them. I loved the coaching aspect of this role and found that I am very gifted at it. They challenged me every day but I loved it. These were truly transformative years for me, and I look back still on learnings that I have come to realize years later after leaving the company. This was my favorite and most rewarding role of my career."

What he walked into. ChannelAdvisor had recently opened Shanghai. The new GM had founded the office, hired teams, and started the business — but there were significant gaps in product knowledge, service knowledge, and localization. Sean had asked the Director of Services to volunteer if the opportunity ever came up.

What he did. Months later he was asked to spend three months on the ground in Shanghai. He didn't speak Mandarin, and being away that long was a significant personal commitment, but he saw it as a once-in-a-lifetime opportunity. He worked side-by-side with the China GM, hired and trained the first Client Success manager in China, ran client visits across China to learn what was working and what wasn't, trained Client Success, Sales, Account Management, and implementation teams in the Shanghai office, and worked on-site with the largest customer in region to prevent them from churning — ultimately saving the business.

A year later he returned for another two months to train a new Director of Services and co-design a brand-new China services model. Upon his return to the US, the new model was approved and implemented. He returned a few more times in subsequent years to support hiring and work with Chinese customers directly.

In his words: "This was by far the most rewarding experience of my career."

What he walked into. Leadership at ChannelAdvisor was frequently asked if someone from services could join sales calls to help pitch the offering. The sales team didn't always understand the depth of what Managed Services delivered and had trouble selling it. Sean saw the gap and started joining calls to support the AEs.

What he did. The calls went well — so well that he was asked to join more and more of them, eventually being invited only to the most strategic deals with the largest brands. He traveled with the strategic sales team to help close deals and present to prospects. At one point he was actually "hand-slapped" by his own management for spending too much time on consultative sales outside his core scope — though leadership was simultaneously happy about the deals he was helping close.

He then trained members of his own team to support sales in this capacity as well, scaled the effort, and ultimately drove a sales enablement initiative within the company so the AEs themselves could be trained on the services. The whole effort started informally and ended as a structured enablement program — all of it built by Sean.

What he walked into. Sean had repeatedly noticed that the Managed Services team was doing consultative work that fell outside scope. As customers added sales channels and programs, the work grew correspondingly more complex. The nature of enterprise customers also demanded more advisory work. Sean began studying what other SaaS and consultative firms charged for that same depth — and realized the gap was significant.

What he did. He pitched the opportunity to leadership with a full rollout plan and resource requirements. He presented the business case clearly: a new revenue stream and a service larger customers were already asking for. Leadership approved. He selected the right team members to execute, consulted with subject-matter experts, and personally joined sales calls to pitch the consulting offering. He trained sales executives on how to sell it — earning their buy-in by giving them another product they could close on.

Result. $86K in new consulting revenue and $206K in additional bookings within six months, specifically with Amazon marketplace sellers.

What he walked into. Sean had just taken over the Amazon Global account roughly a month before Amazon requested an RFP. Pitney Bowes already had a healthy chunk of the business, but this RFP required winning it back or losing it all. It was Sean's first official RFP and he was admittedly intimidated.

What he did. He learned the account inside and out, understood how every Pitney Bowes service was working for Amazon logistics into every country, and built cross-functional relationships with people in finance, legal, tech, engineering, and the warehouse facilities themselves. It was a significant cross-functional project-management effort. There were tight timelines, missteps from other departments, corrections, pivots, and significant internal messiness — all of which Sean had to navigate. His calm temperament and strategic mindset allowed him to hold the effort together.

Result. Won back the existing business and secured new EU lanes worth $3M annually.