Redy was a national two sided marketplace connecting home sellers with competing real estate agents. The business needed more than registrations. It needed a repeatable path from qualified agent to proposal, walkthrough, seller selection, and revenue.
The operating challenge
Agent activity crossed acquisition, onboarding, support, marketplace participation, and transaction outcomes, but ownership and visibility were fragmented.
What I built
I built and led agent acquisition and enablement, managing two direct reports and owning onboarding, demos, HubSpot automation, team coaching, and executive reporting. I also built an AI assisted Google Sheets and Apps Script tool that brought deadlines, proposal activity, and market context into a shared prioritization queue with action logs.
How it changed the business
The team gained a shared way to identify listing risk, prioritize interventions, and track actions. I owned the tool’s logic and decisions, manually checking market inputs against their sources. The broader engagement program recorded the proposal, walkthrough, selection, and realized platform revenue results below.
Listings to PushResults across 419 working listings
715total proposals
492net proposal gains
97walkthroughs
41seller selected agents
$64.7Krealized platform revenue
Additional scale: 700+ approved registrations, 100+ demos and onboarding sessions, 179,000 HubSpot workflow enrollments, and 655+ tracked goal completions tied to proposal activity across an 18,000 agent user base.
CompuCycle helps organizations securely retire, process, and recycle technology assets. I led customer success across a 1,200 client base, owned Tier 1 enterprise relationships generating over $100K in annual business per account, and supervised three direct reports. I was responsible for annual renewals, customer reactivation, and business reviews.
The operating challenge
Enterprise customers needed service programs that reflected their specific requirements and made the value of the relationship visible. At San Jacinto College, laptop repair and request tracking issues needed attention before renewal. The team needed consistent requirements, clear ownership, and reliable communication.
What I changed
I persuaded leadership to replace Salesforce and ZoomInfo with HubSpot, independently launched the customized system in two days, and trained the team. For San Jacinto, I designed mandatory CRM fields for repair status, laptop counts, erasure status, and student counts before service. I also introduced environmental scorecards for Tier 1 business reviews to communicate service value.
How it changed the business
I secured San Jacinto College’s renewal by addressing the service issues and taking ownership of customer communication. Business review scorecards translated processed commodity quantities into estimated environmental outcomes customers could share internally. Across my business development and customer success roles, I added 50 Tier 1 accounts, growing the customer group 25%, from 200 to 250.
National enterprise customersAnnual renewalsBusiness review scorecardsSecure data destructionCustomized service workflowsHubSpotThree direct reports
1,200clients in the customer base
25%Tier 1 account growth, from 200 to 250
50Tier 1 accounts added across both roles
