About
Growth creates complexity. Sales processes break down, systems fall behind, opportunities get missed, and important initiatives compete for attention.
I work with founders, CEOs, and leadership teams when the business needs more than another recommendation. It needs someone who can identify what’s holding growth back, determine what needs to change, and take ownership of building the solution.
My work sits between strategy and execution—where the important problems often exist, but don’t have a clear owner.
Tyler Ingram
Founder, GrowthOS
The Experience Behind the Approach
My perspective on commercial growth changed as I moved from working across individual commercial functions to managing larger, more complex business challenges.
Paycor
Early in my career, I worked across sales, marketing, and customer success. I initially viewed growth primarily through the lens of execution—better sales conversations, better marketing, and stronger customer relationships.
Managing an enterprise portfolio through an IPO at Paycor changed that perspective. I saw how the challenges of growth increasingly become challenges of structure, systems, accountability, and organizational capability.
Screen Americas
I brought that perspective to Screen Americas, where I repeatedly stepped into commercial problems that needed an owner.
I started by fixing a CRM that nobody trusted—consolidating more than 200 spreadsheets and rebuilding the process around Salesforce.
Then I simplified the go-to-market technology stack, improved adoption, and eliminated approximately $50K in annual software spend.
I led the commercialization strategy for a new $5M product, building global market segmentation and securing the first enterprise adopters.
From there, I built a partner revenue channel from scratch, developing the strategy, recruiting partners, establishing enablement, and creating the operating processes required to scale it.
The channel now generates more than $18M in partner-sourced revenue across 35 countries.
These results reflect work led inside operating companies, not GrowthOS client engagements. The $5M figure describes the product commercialized, not realized sales.
Explore the Case StudiesHow I Lead
The important commercial problems rarely fit neatly inside one department.
A sales problem may actually be a pricing problem. A demand problem may be a conversion problem. A technology problem may be an ownership problem. And sometimes the business has simply outgrown the way it used to operate.
My approach is to understand the business as an interconnected system, identify the constraint with the greatest impact, and lead the work required to address it.
That means setting the direction, building the necessary processes and capabilities, putting them into operation, measuring what changes, and establishing clear ownership so the improvement lasts.
I work with founder-led and growing businesses that need experienced commercial leadership but may not need—or be ready for—a full-time executive.
Whether the challenge involves sales, commercialization, revenue operations, partnerships, systems, or execution, the starting point is always the same: identify what is holding the business back.
You don’t need to have the problem fully diagnosed. Start with what’s happening in the business, where things feel stuck, and what you want to accomplish. We can determine whether GrowthOS is the right fit.
Discuss Your Growth Challenges