The Operator, Not the Theorist.
Most transformation advice comes from people who have written about change, not carried it. Todd has carried it three times, at three different stages of company life — hypergrowth, enterprise scale, and zero-to-one — and each time the transformation wasn’t a slide, it was his job to make real: a $17M platform built into a $2B one, a global services organization redesigned to maximize retention and NPV across 37,000 customers, a go-to-market function built from nothing inside a venture-backed fintech. The pattern isn’t the résumé. It’s that he stayed accountable until the number moved, every time.
Four Stages, One Pattern
Enterprise Scale — SAP
Leading global cloud services meant owning a 2,700-person organization, a $300M operating budget, and $700M+ in annual contract value — and redesigning how that organization operated to maximize retention and net present value across 37,000 customers. At that scale, a plan that only lives in a slide doesn’t survive contact with 37,000 accounts; the redesign had to hold across regions, product lines, and renewal cycles simultaneously, with Todd accountable for the outcome, not just the org chart.
Hypergrowth — Concur
Todd was there for the stretch that took Concur from a $17M company to a $2B platform. Hypergrowth transformation is a different problem than enterprise redesign: the operating model has to be rebuilt every 12–18 months as the business outgrows it, with no slack to pause and re-plan. Staying accountable through that meant the model — and the team running it — kept pace with the business instead of becoming the thing slowing it down.
Zero-to-One — A Venture-Backed Fintech
Here the job wasn’t running an existing function better; it was building go-to-market from nothing, in a GM-scope role that also carried customer success and product. No department to fall back on, no precedent to inherit — just three functions that had to work as one system from day one, with Todd accountable for all three rather than handing off the parts he didn’t own.
Live Right Now
This isn’t a case study Todd recounts after the fact — it’s a live engagement, running right now, exactly the way Tower Advisory is built to be hired: fractional, embedded, one accountable owner. A SAP-partner launch and a full brand and go-to-market transition are running in parallel at a current client, on the same identify-plan-execute arc this page describes. Ask what’s shipping this quarter — not what shipped three years ago.
The Actual Product
Four different situations — enterprise scale, hypergrowth, zero-to-one, and live right now — and the same pattern every time: Todd didn’t leave the seat until the plan was a result. That’s the actual product. Not a framework, not a deck — the person who stays accountable for the whole arc, identify through execute, until the number moves.
Live Right Now
This isn’t a case study Todd recounts after the fact — it’s a live engagement, running right now, exactly the way Tower Advisory is built to be hired: fractional, embedded, one accountable owner. A SAP-partner launch and a full brand and go-to-market transition are running in parallel at a current client, on the same identify-plan-execute arc this page describes. Ask what’s shipping this quarter — not what shipped three years ago.
The Actual Product
Four different situations — enterprise scale, hypergrowth, zero-to-one, and live right now — and the same pattern every time: Todd didn’t leave the seat until the plan was a result. That’s the actual product. Not a framework, not a deck — the person who stays accountable for the whole arc, identify through execute, until the number moves.