At Ommi, I wasn't just responsible for selling the product.
I co-founded the company and helped build the commercial engine from the ground up — positioning, ICP, pricing, outbound, enterprise sales and the operating model behind it.
I owned the P&L, raised angel funding and built and led a commercial team of 2 BDRs, 3 AEs and 1 Solutions Consultant.
Within 12 months, we secured contractual commitments reaching approximately €1M ARR, winning customers including LG, Agata Meble and Krotoski.
Pipeline feels different when it's runway.
Building a company changed how I think about sales.
Every hire costs money. Every month matters. Every hour spent chasing the wrong account has an opportunity cost. A beautiful pipeline means very little if it doesn't eventually turn into revenue.
It also taught me what founders actually need from a senior salesperson.
Not another person waiting for perfect positioning, perfect enablement, perfect territories and a fully developed playbook.
Someone who can get close to the product, understand the market, talk to customers, learn quickly and help figure out what actually sells.
Relationships matter. Context does too.
Not every executive who took my call when I represented Salesforce, LinkedIn or DocuSign will take it when I represent a company they've never heard of — and I don't pretend otherwise.
What lasts is something more useful: relationships where trust was actually earned. Some people will pick up the phone again. For everyone else, the job is still the same — earn the right to have the conversation.
I understand quota. I also understand runway.