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Cracking the code on how to be

an awesomely successful CEO

A CEO's Operating Plan for leading a 
fast growing, high performing company
CEOhacker is a playbook of practical tools
designed to help CEOs succeed.

Being a CEO is not an easy job.  


I should know: I’ve been a CEO or General Manager for more than 16 years.  It’s a challenge to make a company succeed, but when it does, it’s incredibly rewarding.  My last company, FreeWheel, sold to Comcast a couple years ago for $375 million.


Too many CEOs never really learn the techniques needed to grow a great company, even though they might have gone to business school or have a helpful board.  It’s really hard to learn on-the-job to be a CEO.

Over the years, I've worked in some great companies (and some that didn’t quite succeed). Here are some of the organizations I've worked at and/or been on their board: Comcast, FreeWheel, DoubleClick, Diameter Research, Chiat/Day, Bonneville International, DynamicLogic, Bitpass, Lowe & Partners, Medialink Worldwide, TripleLift, JWT and Georgetown University's Entrepreneur Board.

Along the way, I’ve learned what it takes to successfully scale a company and achieve an extraordinary outcome.  


My goal now is to help CEOs around the world to achieve the same success that I've had by sharing what I've learned along the way.

Welcome to CEOhacker!
Things that I help CEOs to master

Running board meetings that aren't a waste of time

Making sure you get value from your investors (beyond their money)

Creating commission plans that motivate your salespeople to sell

Hiring amazing talent and keeping them motivated always

Putting together a budget that makes sense for you, your investors, and your employees 

Making investment bankers want to work with you

Deciding how to spend your time on only the things that really matter

Tying all of the metrics together so all of your employees deliver

Crafting a compelling story to investors that makes them want to write a check on the spot

Why company culture is your most important responsibility

When you should raise money (and when not to) and at what price

Doing what you say you are going to do (and vice versa)


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