ABOUT
I’ve sold many different sizes of companies. Startups, where everything is invented on the fly. A scale-up, which I watched become part of a large corporate from the inside. The big end of town, private equity and all. And before any of that, call-centre floors with heavy targets and a headset.
Working both ends teaches you something specific: each one gives up the thing the other has. Startups lose the rigour and process a big company runs on. Big companies lose the customer closeness and the product instinct that startups live by. Most people pick a side. I started LoftWorks because I didn’t want to.
That refusal runs through everything here. We use AI and automation for the speed and the scale, with a person reviewing everything before it reaches a prospect, because machine pace without judgement is how outreach gets embarrassing. We’re digital-first, but we kept a human calling layer, because having worked both digital and heavily targeted phone environments, the combination beats either one alone.
The deals I know best are the slow, rare kind: buyers who purchase once every few years, government and enterprise cycles, committees behind the door. That craft, helping infrequent buyers buy, shaping a deal before it ever becomes a tender, knowing when slowing down speeds things up, is the backbone of the fractional work.
Mostly, I’m lucky enough to work with founders, and they keep teaching me why: they count the things that matter. Meetings held, pipeline built, revenue won. If that’s how you count too, we’ll get along.
