About
Three seats at the ag table.
Most advisors have seen one side of the ag value chain. I have sat in three.
The vantage point that makes the work different
I ran the precision ag department across 9 branches for a retailer. That made me the gatekeeper — the person deciding what technology ever reached a grower. I know exactly what it takes to get a product through that door, and what kills it before it gets there.
I spent the years after that on the vendor side: growing an existing book at two AgTech companies, and building one fertilizer product from $0 to $13.3 million in revenue. I know what it feels like to own a number and what it takes to hit it in ag.
I am also an investor in early-stage startups. That seat taught me what it feels like to watch a good product miss its window — and what the warning signs look like before it happens.
Today I run BSD Advisory. The work is a 90-day engagement called the AgTech Traction to Revenue Path. I diagnose why early traction is not repeating, build the commercial system the company should be running, and hand it back so the team can execute it without me.
Track record
What I have done
Precision Ag Retail Leadership
Ran precision ag department across 9 branches — the gatekeeper deciding what technology reached growers at scale.
$13.3M Built from Zero
Built a fertilizer product from $0 to $13.3 million in revenue. Owned the number and hit it.
AgTech Vendor Experience
Grew existing books at two AgTech companies. Knows what it takes to sell into ag from the vendor side.
Early-Stage Investor
Invested in AgTech startups. Knows what the warning signs look like before a good product misses its window.
Philosophy
What I believe about this work
"I do not carry a quota, run your pipeline, or become your outsourced salesperson. I build the path and make sure you can walk it."
The pattern is almost always the same. The product works. There are pilots, a few customers who will vouch for it, and some early revenue. Then it stalls. Selling gets scattered, adoption does not repeat, and runway burns while the team argues about whether the problem is marketing, pricing, or the last sales hire.
It is usually none of those. It is that nobody mapped the decision chain. In agriculture the grower is rarely the only person who has to say yes. The agronomist, the coop manager, and the distributor each have to turn their own key — and each one needs a different reason to turn it.
Sell to one of them and you get a pilot. Sell to all of them properly and you get a reorder.
If you have a product that works and a revenue line that will not cooperate, that is the conversation I want to have.