I fix broken customer engines.

CCO for PE-backed companies. Thoma Bravo, Apollo, Aroya. Build it or turn it around.

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Same system. Every problem.

Broken business ecosystem or broken toilet — I approach it the same way.

Diagnose what's actually wrong. Not the symptom, the root cause.

Fix it. Iterate. Move fast. Don't overthink it.

The scoreboard

-22 → +37

NPS turnaround in under a year. Riverbed.

95%+

Gross revenue retention. Addium.

"Impossible"

→ 2 weeks

Engineering said no. I shipped it anyway.

From people who've worked with me

"I gave him a list of things he needed to do to make progress. He did them ALL, way before they were due. What choice did I have but to promote him?"

"Brad is one of the best technical leaders I have ever worked alongside. He is a game-changing asset to any organization."

Three PE-backed companies. Three different CEOs. Same approach every time: diagnose what's actually broken, fix it fast, build systems that outlast me.

I've operated under Thoma Bravo and Apollo. I know what the board deck needs to show and how to make the numbers move.

Currently CCO at Aroya. Before that, I turned around customer operations at Riverbed — NPS from -22 to +37 in under a year.

Technical enough to build it myself. Strategic enough to know when not to.

Work

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Building Next Generation Customer Experience Workflow

Most organizations have a disconnect between customer curiosity, interest, intent, and renewal. We built a context-aware customer lifecycle management tool that captures the customer’s own words from day one through the sale. After close, it switches into an onboarding assistant while keeping the full buying-cycle context so the customer can revisit the original use case and keep driving value.

dbradwood.com v1: from scaffold to repeatable publishing pipeline

Built a private, code-first executive site framework with design tokens + MDX content pipeline so publishing becomes a file-based, validated process (not a one-off project).

Writing

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Revenue Reporting You Can Certify to the Penny

A board-grade revenue reporting system that reconciles Salesforce-derived recurring revenue to the penny, fails loudly on any discrepancy, and only displays numbers once they are certified.

Democracy Has a Supply Chain

Voters can signal intent, but the translation layer—procedures, commissions, courts, and incentives—determines what becomes real. Florida and Oklahoma show the pattern.

Price Compression Is the Point (Not a Phase)

Kentucky’s early-market pricing is real—and it’s also a warning. Mature markets (MI/CA/MA) show where cultivation economics converge. Survive by reducing variance, tightening post-harvest, and building demand pull.