North America · Construction
The product works. The market's open. What's missing is the decision — and an owner.
The case for taking US construction now — and the leader to build and run it.
North America · Construction
The case for taking US construction now — and the leader to build and run it.
You have the product, the deep Procore integration, and a real track record. US construction is slipping for one reason: no one owns it.
Not a product problem. Not a market problem. An ownership problem — and that's the one that's fixable this quarter.
It didn't lapse because it failed. It lapsed because no one owned it.
Events is a business you already lead — but it's finite and cyclical. Construction is the bigger, recurring market you built real product for, and you're losing it in real time. This isn't instead of events; it's the growth events can't be. And re-entry beats starting over: the Procore integration and the relationships are still there — they're just going cold while newer players move in.
Texas leads US construction, and its data-center boom is defined by exactly the logistics pain VC solves. Newer entrants are moving in. The window is open now.
The fastest way to waste this is to hire a leader and then use them as a rep. I build the machine and lead the people who run it.
The reps carry the target and make the calls. I make them effective — and I own the result. That separation is what turns a stalled function into a scalable one.
And the honest part: I've led and coached sellers — formally building and running the org is the step up I'm taking here. But I'm not starting cold: there's a team already selling, I bring a ready-made target-account system, I work diagnosis-first, and every stage has a checkpoint you control.
Activity starts in week one with the team you already have; the function gets built behind it. Each phase ends with a decision for you.
One honest note. The biggest prize — getting VC written into a project owner's requirements, so it's used no matter which builder wins the job — is real, but it's historically hard and slow to crack. We'll start opening those doors, but this plan doesn't depend on it. We win first where VC already has a foothold: with the builders themselves.
The 90 days sets it up; this is the 18-month bet behind it. A target at each stage, and a clear point where you can stop. Figures are illustrative until the first 30 days set them from your real numbers.
How the number's built: pilots landed × average deal size × expansion rate — shown conservative. We set the real inputs from your own closed-won in week one, so you're funding a model, not a hope.
Almost nothing needs tearing down — it needs an owner to point it correctly.
| Piece | Read | The move |
|---|---|---|
| 400-email blast → 3 replies | Quick win | Replace mass email with targeted, relationship-led outreach. |
| Marketing (design background) | Wrong seat | Move her to case studies and ROI proof; add real lead generation. |
| NY BD hire (finance) | Mis-cast asset | Point at owner & developer relationships — a fit for his finance background. |
| FIFA success team, rolling off | Redeploy to keep new customers succeeding past year one. |
The honest read: the reps here already sell — just under their potential. So from week one the closing sits with them, not me; I enable them and, early on, add one proven closer to raise the bench. My job is to lead the number, not carry it.
Everything in this plan follows from a single yes.
A written go for North America. Direction, decided — not a maybe.
A budget band tied to the Year-1 target — so we both know what it's buying.
One leader accountable to the checkpoints — and you hold every off-ramp.
You built a company that works. The only thing standing between it and this market is the decision to go.