Applying for
Founding GTM / Account Executive at Lovable.
A two-minute pitch, then the receipts. This page is my brag book — built in the product I'm asking to sell.
Lovable is doing to software what cloud did to infrastructure — collapsing the distance between an idea and a shipped product. The team needs an AE who can walk into a Fortune 100 engineering org, speak the language of platform and DevEx leaders, and turn curiosity into a signed contract.
That's the exact motion I've run for ten years. Docker when nobody knew what a container was. GitLab when DevOps was still a buzzword. Honeycomb when "observability" had to be sold to a CFO. Every one of those was the same job: translate a category-defining product into business value, multi-thread it through a complex buying committee, and close it.
I qualify with MEDDIC because forecast accuracy is a leadership tax I refuse to pay. I sell with Challenger because the best deals are won by teaching the customer something they didn't know about their own business. Combined, they produce deals that close on time and renew bigger.
Metrics, Economic buyer, Decision criteria & process, Identified pain, Champion. No deal moves to a forecast without it.
Teach the customer something new about their own business. Tailor the insight. Take control of the deal cadence.
Map exec, economic, technical, and user buyers — and have a champion for each.
Forecast accuracy and velocity are the same skill. Discipline is what makes founders trust you with the number.
At Honeycomb I currently lead the enterprise team in self-generated pipeline. That isn't an accident — it's an eight-step system I've refined across every company I've sold for. I treat prospecting like a product: instrumented, iterated weekly, and never delegated when it matters most.
Mine current customers for ICP signal — industry, size, role, the pain we actually solve best.
Document buying motivations, budget posture, and the political map a deal moves through.
Rank accounts by ROI potential, not alphabet. Highest fit, fastest path — first.
Every sequence speaks to the segment's actual tax — never product-first, never generic.
Email, LinkedIn, phone, and in-person — calibrated to how that role actually responds.
Every touch ends with a specific, low-friction CTA matched to buying stage.
Use cloud + channel co-sell to walk in already credentialed and already in the budget cycle.
Small, peer-to-peer, no slides, no pitch — see the SE Metro plan below.
"Reach the buyer before the RFP. Directors and frontline engineering managers own developer tooling decisions. They respond to peers — not pitches."
This is a real 2026 plan I'm executing right now: a four-city Southeast field series targeting 291 accounts, ~80 senior engineering leaders, in a peer-to-peer format. It's the kind of program I'd build at Lovable in week one to seed pipeline outside of cold outbound.
Largest cluster — NCR, Equifax, ICE, UPS, Home Depot
BofA + Truist + Honeywell · finserv dev density
Best dev culture in SE — Red Hat anchor
FIS Global anchor · cloud-native banking
Local brewery · 20–25 cap · no slides · no demo · one practitioner speaker · facilitator-led question
Staff/Principal ICs · frontline eng managers · Directors of Platform/DevEx — sourced from P1/P2 accounts first
SDR-paired outreach inside 48 hrs · curated, not blasted · every contact captured in CRM with event context
Every active deal moves through this cycle with a defined exit criteria. The biggest difference between a 73% rep and a 130% rep is what happens between stages — that's where I live.
Company names withheld out of respect for the customers and former employers. The pattern across all five: deeply multi-threaded, technically credible, and run with executive sponsorship on both sides.
Years of acquisitions left the org with siloed business units, duplicate toolchains, and no unified delivery process.
Multi-threaded across BU leaders, ran a unifying POV, drove executive alignment GitLab ↔ customer, ran procurement and legal in parallel.
$150K ARR land grew to $500K+ ARR by first renewal — a 233% net expansion in 12 months.
Needed to expand a secure collaboration platform from IT into the broader bank under strict compliance and regulatory constraints.
Built a bank-wide business case, partnered with InfoSec/compliance early, mapped 14 stakeholders across LOBs, and used a structured paper-process to compress legal cycles.
Three-year, $3.6M contract — largest customer in company history at the time.
An acquisition by a Microsoft-aligned parent introduced real risk of displacement by Azure DevOps.
Quarterbacked a co-sell with AWS, repositioned GitLab as the cloud-agnostic standard, built ROI vs. migration cost, and secured exec sponsorship before the acquisition closed.
$300K → $900K ARR, three-year $2.7M deal. Locked in as the platform of record.
Aero division had fragmented Git workflows across engineering units — different tools per team, no visibility, inconsistent DevEx.
Moved the account from PLG self-serve into a structured enterprise motion. Built the playbook the company now uses for every named account.
Largest deal in company history. Became the template for GitKraken's PLG → sales-led motion.
Customer wanted a highly customized deployment with limits we couldn't support long-term.
Engaged internal leadership early, ran an honest scoping exercise, surfaced the long-term support risk, and recommended against pursuing.
Walked away. Lesson logged: protect the customer and the company from a deal that would have failed in year two.
Enterprise AE · 100% renewals · 180% expansion · #1 self-gen pipeline
First sales hire · built PLG→sales-led playbook · 100% named-acct growth
#1 on the team @ 73% of $1.6M · led return-to-field post-COVID
130% / 108% / 89% attainment · player-coach to MM AEs and SDRs
108% @ $800K · 250% YoY territory growth · built POV success criteria
150%+ of quota · Rep of the Quarter · trained 40+ post-acquisition
Not a wishlist. A working plan, written assuming I take the role on day one. Built from what's worked for me at five prior dev-tools companies, calibrated for where Lovable is right now: PLG already firing, enterprise motion still being shaped.
First closed-won enterprise logo by day 90.
A v1 enterprise playbook the next AE can run from.
Lovable's PLG funnel is full of latent enterprise demand.
The ask
This site itself was built in Lovable in an evening — because the fastest way to prove I can sell the product is to show I can use it. The next step is a conversation.