Work
Three CEO seats. Three different industries.
Each seat shaped a piece of the operating worldview that runs CMOGROW today. What follows is the deeper story, including what each one taught and how that lesson compounds into the work now.
Seat 01
CEO, Corda Technology (predecessor to Domo, NYSE: DOMO)
Industry: Enterprise software, data and business intelligence
Period: 2010 – 2013
Led early growth of what became one of the most recognized enterprise BI platforms in public markets.
Situation
Corda Technology was a business intelligence and data visualization company with strong product foundations and an early-stage go-to-market. When Chris took the CEO seat the company had a clear technical advantage but an undefined path to scale. The board needed revenue growth, a sharper market position, and a leadership team that could carry the company through what came next.
Work
- Rebuilt the enterprise GTM motion — defined the ICP, tightened the sales playbook, and aligned the sales team around a repeatable motion rather than individual deals.
- Repositioned the product around business outcome use cases rather than feature comparisons, which shortened sales cycles and improved close rates.
- Built out the leadership team that would carry the company through the transition to Domo, including key hires in sales, marketing, and operations.
- Drove the revenue and customer growth that established the company as a credible enterprise player before the Domo pivot.
Result
- Company grew into one of the foundational assets behind Domo, Inc., which went public on the NYSE.
- The enterprise sales motion and customer base built during this period survived the pivot and continued under the Domo brand.
- Leadership team Chris built stayed largely intact through the transition — a signal that the operating foundation was sound.
What it taught
Enterprise software growth is won or lost at the positioning layer. If a company cannot explain in one sentence why it exists and who it is for, no amount of sales headcount closes the gap. That lesson runs every CMOGROW engagement.
Seat 02
CEO, Complete Solar
Industry: Residential solar
Period: 2021 – 2023
Scaled sales and marketing through one of the most competitive growth phases in residential solar.
Situation
Complete Solar was operating in one of the fastest-growing consumer energy markets in the country. The growth opportunity was real. The challenge was building the systems to capture it at speed — the market was accelerating and the internal operating rhythm had not kept pace with the sales volume.
Work
- Rebuilt the marketing function to operate as a demand generation system, not a branding function, with clear pipeline metrics tied directly to revenue targets.
- Aligned sales, operations, and marketing on a single growth cadence — weekly and monthly operating rhythms that kept all three functions moving as one system.
- Made key leadership hires that brought operating judgment into seats that had been running on functional expertise alone.
- Repositioned the brand for a more discerning buyer segment as the residential solar market matured and consumer skepticism increased.
- Drove the operating structure that took the company through its growth phase and into the Complete Solaria merger.
Result
- Scaled revenue and sales volume through a sustained residential solar growth phase.
- Built the operating foundation that supported the company's trajectory into the Complete Solaria merger and NASDAQ listing.
- Retained key talent through a period of rapid growth and market change — a harder problem in solar than the growth numbers suggest.
What it taught
Consumer sales at scale teaches you what breaks under volume that never shows up in enterprise. The growth system has to be engineered to survive the number, not just hit it once. That is what CMOGROW's operating cadence is built on.
Seat 03
Interim CEO, Blue Raven Solar
Industry: Residential solar
Period: 2023 – 2024
Stabilized operations through a CEO transition and handed off a clean business to a permanent leader.
Situation
Blue Raven Solar was a sound business in a difficult moment. The company needed interim leadership that could hold the operating system stable through a CEO transition without creating disruption for the team, the customers, or the board. The priority was not transformation. It was continuity.
Work
- Stabilized the leadership team and operating rhythm during the transition period — kept the cadence intact so the business did not slow down while the permanent search ran.
- Maintained focus on core growth metrics without letting the leadership transition become an organizational distraction.
- Worked with the board to define what the permanent CEO would need to inherit — operating systems, team structure, and the key decisions that needed to be made before the handoff.
- Managed external partner and customer relationships through the change to maintain confidence in the business.
Result
- Handed the company off to a permanent CEO with operations stable, team intact, and the business running on its normal rhythm.
- Leadership transition completed without measurable disruption to the core business metrics.
What it taught
An interim seat is a masterclass in running someone else's operating system under pressure. You learn fast what is real and what is theater. The things that hold during a transition are the things worth keeping — and that is the audit CMOGROW runs on every engagement it inherits.
Speaking
Topics Chris speaks on.
A short list. For booking inquiries, use the contact page.
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The CEO seats above shaped the operating system that runs every CMOGROW engagement today. If you are a B2B founder or CEO at 10M to 50M, that is the right place to talk next.