BT Solutions Group

C-level expertise and perspective—without the full-time cost, hiring risk, or bandwidth strain.

I help founders, owners, and investors fix what’s broken, unlock growth, and build what’s needed to scale—faster, smarter, and leaner.

Who I Work With
✅ Startups with traction
✅ SMBs hitting ceilings—$1M to $10M
✅ Companies at $10M to $30M looking to reach $50M to $100M
✅ Founder-led orgs ready to scale
✅ PE & VC firms needing hands-on execution, EBITDA growth & value creation

As a Fractional COO and Advisor, I work in two ways:
• Hands-on leadership — stepping in as operator, integrator, or execution partner
→ 5–20 hours/week · 2–4 clients max · Monthly retainers
• Strategic advisory — providing clarity, planning, and decision-making support
→ 5–10 hours/month · 4–8 clients max · Monthly retainers

When needed, I scale through my trusted network—bringing in the right experts for Tech, HR, IT, Sales, Supply Chain, and more.

 Areas I support most:
🔹 Ops, Sales, Biz Dev, HR, Org Design, P&L, and Value Creation
🔹 Full P&L oversight—forecasting, modeling, KPIs, cost control, and funding readiness

Key Accomplishments
✅ Scaled a CPG distribution business from $0 to $100M ARR
✅ Reduced $20M in leases by 90% & turned $15M fleet liability into $2M profit
✅ Built GTM & investor-ready financials for startup beverage brand
✅ Created GTM plan for $10M Food Company 
✅ Cut costs 28% & grew subscribers 14x for $4M wellness e-com brand
✅ Built ops roadmap for $15M SaaS startup
✅ Ran in-house agency ops—brand, digital, content, and media

How I Drive Results
✔ Remove bottlenecks & unlock scale
✔ Strategic & financial leadership—P&L, KPIs, capital
✔ Build scalable systems & execution discipline
✔ Drive growth through GTM, sales, and business development

🔧 The OPTICS System™
Works with any framework (incl. EOS) to:
• Diagnose constraints
• Uncover growth levers
• Build scale-ready infrastructure
• Align teams & drive execution

📩 Let’s get you fixed.

Real work. Real results.

Fractional COO/Operator | Founder & CEO

Snake River Spirits

Investor-Led Turnaround | Fractional COO → F/T CEO & Board Member

Brought in by major investors to fix execution, cut costs, and reposition this liquor company after it burned through $12M in funding with no clear path forward. Transitioned from Fractional COO role to CEO and took full P&L ownership to drive profitability and restore investor confidence.

🔹 Key Wins:
✅ 2X EBITDA Growth – Increased margins through cost-cutting & operational efficiencies
✅ $2M in cost reductions – Eliminated waste & streamlined operations
✅ 2X revenue growth – Repositioned business to own key markets
✅ 2X new retail & distributor placements – Strengthened key relationships
✅ Secured $6M in new funding ($3M debt / $3M equity) – Backed by turnaround execution
✅ Expanded product portfolio – Launched innovation pipeline to drive future growth
✅ Fully restored investor confidence

💡 Proven expertise in value creation, financial strategy, and investor-driven turnarounds. Today I apply these hard-won experiences and skills towards being a Fractional Ops & Strategic Growth leader for startups, SMBs & investor-backed companies.

President and CEO/Board Member

Catapult Partners

COO & Strategic Growth Advisor | Value Creation for Investor-Backed Businesses ($0-$30M)

Led turnarounds, repositioning, and operational scaling across five investor-backed companies, including three startups and two SMBs ($10M & $30M ARR). Focused on driving efficiency, structuring growth, and advising on financial strategy and P&L management to improve forecasting, controls, and profitability—leading to investor confidence.

🔹 Key Wins From Select Engagements:
✅ 2X EBITDA growth – Expanded margins through cost optimization & operational efficiencies
✅ 30% efficiency gains – Cut waste, streamlined execution, and improved scalability
✅ 42% revenue growth – Scaled operations & negotiated growth-driving contracts
✅ Implemented 5X scalable infrastructure – Built CRM, ERP, BI systems for growth
✅ Led market repositioning – Expanded customer base & improved margins

🔹 Industries these companies operated in:
CPG & Beverage | E-Commerce | Supply Chain & Distribution | Health & Beauty | Medical Device

💡 Proven value creation—optimizing operations, driving EBITDA growth, and maximizing enterprise value. Today I apply these hard-won experiences and skills towards being a Fractional Ops & Strategic Growth leader for startups, SMBs & investor-backed companies.

COO  

We Pack Logistics

COO | Multi-Industry SMB Leadership (7 Companies, $100M+ Revenue, Family-Owned Businesses)

Led transformation across seven SMB & LMM businesses (including We Pack Logistics) under the HWH parent company, driving significant growth, profitability, and operational efficiency while overseeing P&L, financial strategy, and capital allocation across diverse industries.

🔹 Select Achievements:
✅ 3X revenue growth & 90% EBITDA increase – Diversified customer base and offerings while optimizing operations, streamlining processes & reducing inefficiencies
✅ 40% profitability boost – Diversified client base & secured Fortune 500/global contracts
✅ 20% efficiency gains – Digitally transformed operations (ERP, WMS, TMS, CRM), improving inventory accuracy & reducing errors

🔹 Industries these businesses operated in:
Food & Beverage | CPG & Distribution | Logistics & Supply Chain | Manufacturing & Contract Packaging | Warehousing, Engineering & Construction

💡 These experiences provided the equivalent of a "PHD" in operating SMBs and shaped my expertise in fixing, scaling, and optimizing businesses—experience I now bring to startups, SMBs & investor-backed companies as a Fractional Ops and Strategic Growth leader.

President of We Pack Logistics & COO of HWH Companies (Holding Co.)

Talking Rain Beverage Company®

Sales & Distribution Expansion | Sparkling Ice

Led sales growth during explosive expansion, scaling distribution and optimizing retail authorizations for national reach.

✔ 10X+ revenue growth – Built a 130-distributor network, streamlining national sales
✔ Reorganized & scaled sales team to align operations with surging demand
✔ Secured key retail placements, strengthening distribution partnerships

💡 Helped Sparkling Ice transition from a regional brand to a nationally recognized market leader.

Director of Sales

Red Bull

Pioneering Red Bull’s U.S. Distribution Model

One of the first U.S. employees at Red Bull, pioneered the company-owned distribution model, scaling operations, and leading P&L for three high-growth distribution businesses.

🔹 Key Achievements:
✔ Built & scaled two distribution businesses, growing from $0 to $30M and $3M to $40M ARR
✔ Optimized operations & increased EBITDA 2-3X through efficiency & profitability improvements
✔ Developed infrastructure & best practices that fueled national expansion

💡 This experience shaped my passion and expertise for building, scaling, and optimizing businesses and GTM strategies —skills I now apply as a Fractional Ops & Strategic Growth leader.

General Manager

Fractional Executive Leader / Advisor / Consultant

🚀 I’ve built and scaled businesses from $0 to $100M.

Now I help founders, owners, operators, and investors grow companies in the $0–$30M range — faster, leaner, and smarter.

As a Fractional COO / Operator & Advisor, I help businesses scale by fixing what’s broken, unlocking what’s next, and building what’s needed — across ops, sales, biz dev, org design, execution, EBITDA, and value creation.

💡 Who I Work With

✅ Startups with early traction trying to scale
✅ SMBs hitting a ceiling — what worked at $1M is breaking by $10M
✅ Companies pushing toward $30M — what got them here won’t get them to $50M or $100M
✅ Founder-led businesses looking to step out of the weeds
✅ PE & VC firms needing a trusted operator across portcos — bringing clarity, execution, EBITDA growth & value creation

🔧 My proprietary OPTICS System™ plugs directly into a business to: 

• Uncover bottlenecks
• Identify untapped growth
• Build the infrastructure, accountability, and execution needed to scale
• Reposition the company and provide a clear GTM plan

It works alongside any framework — including EOS — to accelerate progress and bring strategy to life.

🧠 Strategy + Execution = Results

Most consultants deliver frameworks with no follow-through.
Most operators execute but can’t design scalable strategy.
I do both — and make sure they work together.

✔ Strategic planning, positioning & growth clarity
✔ Execution, systems & accountability
✔ Biz dev, sales team buildout & GTM that drives revenue

🛠 How I Drive Results

✔ 360 audits & execution roadmaps
✔ Operational clarity + team alignment
✔ GTM execution & revenue acceleration
✔ EBITDA growth, value creation & margin expansion
✔ P&L, forecasting & capital planning
✔ EOS-compatible — I can plug into or alongside any system
✔ I step in as a true Integrator when needed

📊 Industry Experience

🛒 CPG & Beverage — Built national distributor networks. Led GTM, sales, ops, and growth for brands like Red Bull, Sparkling Ice, Alani Nu, and Prime.
📦 E-commerce, Fulfillment & Marketing — Scaled subscription ops, overhauled fulfillment, led in-house marketing agencies and external partners, and tied brand + media to revenue.
🏭 Manufacturing, Supply Chain & Commercialization — Oversaw and scaled manufacturing companies, restructured production floors, and led product dev, sourcing, co-manufacturing, logistics, pricing, trade marketing & distribution — from idea to shelf.

📩 If growth is stalling, ops are messy, or scale feels out of reach — let’s fix it.

Real work. Real results.

Bill Mattoon

Repeatable Client Acquisition & Fulfillment | Our mastermind community helps you convert online income into a real business | Book a call or DM to apply

I'm an operator documenting what I've learned building revenue engines over the past decade.

CEO @ MSP Sales Partners. Managing Partner @ Repeatable Revenue. Former PE-backed CEO. Former Managing Director at the U.S. Chamber of Commerce. Spent six years building sales systems for Robin Robins (TMT, sold to PE). Built revenue engines for 100+ service businesses.

I write about what I've learned: how sales systems actually scale, the difference between activity and productivity, why hard choices matter more than hard hours, building a business without burning out.

This isn't guru content. It's lessons from the work... what I got wrong, what finally clicked, patterns I see across businesses, frameworks that actually held up under pressure.

I write for three types of people: Strategists thinking about exits and scale. business owners stuck at a plateau trying to break through. Thinkers who want to build intentional lives, not just businesses.

If you're one of those (or all 3), follow along.

Ray J. Green

6 years ago I started posting on LinkedIn because I actually enjoyed creating content. 

I also had a decent amount experience turning around sales teams & businesses using some unorthodox practices. 

So, I wrote about it. 

And wrote about leaving the C-Suite, moving my family to Cabo, and figuring out how to generate income from a Mexican beach. 

My wife and a couple friends were the only people who liked my posts. Sometimes not even them. 

But I actually enjoyed the process. And I wrote just about every day. It was easy. It was light. It was enjoyable. 

With just 3 or 4 likes per post (I don't have many friends), I even managed to get a couple clients from content. They saw a post, looked at my half-assed "optimized" profile, and hired me to give them advice. 

Shortly after that, creating content became a task. Something I had to do every day to be seen and known. To generate some business. 

Sit down. 
Think of something to write. 
Hammer out a post. 
Make it look pretty with descending lines. 
Post. 
Every day at the same time. 

It started to consume every morning. 

Then I learned that commenting on everyone else's posts helped my posts get more reach. So I'd block time every day to "engage" with people's content. A couple hours a day... on a slow day. 

Then I decided to start "batching" content, sitting down and hammering out 6 or 7 posts in one setting and scheduling them all out in advance. 

Then I started recycling content, taking old stuff, refreshing it, and adding it to a second publishing slot for the day. 

Before long, I was cranking out 21 posts a week and racking up who knows how many hours of commenting. 

For all intents and purposes, I was a machine. 

And that's before AI got added to the mix. 

But along the way, I stopped enjoying the process. 

I managed to systematize the joy out of writing. 

Content was forced. Engagement was forced. 

I wasn't sharing a viewpoint I felt strongly about. I wasn't enjoying the process. I was just "building an audience" and generating leads. 

And to some extent, that's perfectly fine. It's LinkedIn. We're all here to do business in one way or another. Myself included. We all gotta eat. 

But today I made a decision: I'm going to start spending more time doing things I genuinely love doing. And one of those things is writing for the sake of writing. 

Not for leads. Not to check a box. Not at a specific time. Not on a schedule. Not in conjunction with 7 hours of commenting on other people's posts. 

But for the joy of it. 

And hoping it adds value in one way or another to someone else here. Even if it's back to 3 or 4 likes per post. 

This post is the first stab at that. And I'm already enjoying this process a hell of a lot more. 

If you want to follow along, comment "WRITING" to receive my.... kidding. 

You'll never see another handraiser post like that from me again. But that's a post for anther day. Maybe tomorrow. But then again, maybe not. 

See you around.

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OCAS 2.0

It took me 40 months to break $40k/month as an independent consultant. If I started again, I'd do it in a fraction of the time. I created this course - and share it for FREE - to help others do exactly that: https://www.rayjgreen.com/digital-course

RJG Newsletter

Join my email list for practical advice on sales, strategy, and self-mastery from an operator, not a guru: https://rayjgreen.beehiiv.com 

Chief Executive Officer

Managing Partner

Writer & Podcaster 

Expert In Residence: Sales & Sales Management

CEO @ MSP Sales Partners | Man. Partner @ Repeatable Revenue | Ex-PE Backed CEO | Former U.S. Chamber Man. Director

When people say, “just stay consistent” or “it’s about volume,” what I hear is: work hard, cross your fingers, and hope you get lucky. 

Just read a post from a popular ghostwriter on how to go viral. His hack? Just have to keep posting. 

Over the weekend watched a YouTube video from a popular business guru on how to find the right growth strategy. Solution? You just have to keep trying new things until it works. 

But if you take this advice literally, and completely, you’re essentially saying “Just keep doing shit until you get lucky.”

And if you’re wired anything like me, that’s not going to fly. Not is it going to be sustainable. 

Volume does matter. Consistency does matter. 

But just like driving to the office everyday doesn’t train you to be an F1 race car driver, volume and consistency aren’t enough. 

It’s intentional volume. Combined with focused reflection and aggressive iteration. 

A critical mass of effort done on purpose. Then regularly reflected on to discern what’s working and what isn’t. And adjusting accordingly. 

Volume without intentionality and iteration is wasted energy. Or lottery ticket-type betting. 

And a good way to burn out.

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My inner critic is a loud SOB.

Good workout? 
You could've gone harder. 

Eating okay? 
Could be cleaner. 

Time with your kids? 
Could be more present. 

Productive at work? 
Could've done more.

It never stops.

I used to fight it. Try to quiet it. Tell myself that I should be easier on myself, like everyone says you should.

And you know what happened?

It made things worse.

Because then I had the critic AND a voice criticizing the critic. 

Layering noise on top of noise.

So I stopped fighting.

I realized my inner critic is a feature. Not a bug.

That voice... the one constantly pushing me... is what I credit for jumping literal generations for my family.

Growing up with divorce. Absent father. Broken homes. In a foster home at one point. Not a lot of money. Or formal education. And layers of other challenges. 

Today? Happily married. Two healthy boys who know nothing of that instability. MBA from a top school. Living in Cabo. Traveling the world.

That tough critic that pushed me said "This is not for you. You can do better. You will do better."

And I did.

Here's the nuance though.

I've learned to allow the critic to push my actions. My habits. My standards.

Without allowing it to define my worth.

I can accept that my actions will never be "enough" while also knowing that I am enough as a person.

And that's a big effing difference.

One keeps you sharp. 

The other keeps you whole.

Dropped a podcast expanding on this a bit if you're interested: https://lnkd.in/eAm7GyPn

Most salespeople treat discovery like a podcast interview.

"Tell me about your business. How many users? What's your current setup? Walk me through your IT history."

Like you're only there to gather information and collect facts.

And I promise you it's costing you deals. 

Something that's helped the hundreds of consultative sellers I've coached: 

Discovery isn't information gathering.
It's the first step of a strategic close. 

Run a bad discovery and the rest of the process is going to pay the price. 

Example for IT companies:

Bad discovery: "How many servers do you have?"

Good discovery: "How is IT accelerating your growth or holding it back right now?"

One gets you data. The other gets you business impact—the ammunition you need when you're actually trying to close the deal 3 weeks later.

The same thing happens in assessments.

Example for IT companies: 

You find cracked passwords. You find too many O365 admins. You document the vulnerabilities.

Then you present them like a checklist: "You have X problems."

But the MSPs who close? They explain why that matters: "You have cracked passwords on essential systems. Let me tell you what happened to a company last month when a disgruntled employee knew they were leaving…"

Every step in your process—from first call to final proposal—has one job: move the deal forward.

Not educate. Not inform. Not "let them think about it."

Move. The deal. Forward.

I shared a podcast on this, and why despite the stigma attached to it, it really is Always Be Closing. 

I explain why and how here: https://lnkd.in/e7SVFiVx

Years ago I gave my wife terrible business advice.

Not because it didn't work.

But because it did.

She had a custom baby bedding business doing $25K/month on Etsy. Six-month waiting list. Countless 5-star reviews. People literally begging her to make "just one more."

She asked for my input.

I looked at all the indicators and told her what any business advisor would say: "It's time to scale."

She had some resistance. "Yeah, but I love sewing."

But she pushed on.

She hired people. Built systems. Went from spending her days doing what she loved—talking to customers, designing patterns, creating with her hands—to managing quality control and dealing with employee issues.

The advice worked. The business scaled.

And she fucking hated it.

Her initial resistance? That gut instinct she had?

Spot on.

She didn't want to build a business. She wanted to do the thing she loved and get paid well for it. Those are two completely different games.

My advice was biased by what I believed a business should be. Not what her business could be for her.

I see this happen quite a bit. And I'm more aware of it having gone through my wife's experience with her. 

I recorded a podcast breaking down: 

→ Why you should pick advisors carefully (even if you love them)
→ Why product-market pull doesn't mean you should scale
→ How to filter advice so you build the right thing (for you, not for them)

Listen in here: https://lnkd.in/eCtMPwpn

I wish there were more 'right' and 'wrong' calls in business. But what I've learned from 20 years of leading teams, divisions, and businesses? 

It's a lot more "good bet vs bad bet' and a lot less 'right decision vs wrong decision.' 

Regardless of whether you're running $500K business or a $500M business, when you're making high level decisions about where the business should go, you're operating with uncertainty. 

You may be 55% sure on some days. 90% sure on a good day. But that's the job description. 

The problem is, I see this crush a lot of founders. 

They go this direction. Then that direction, Start this project. Change to that project. Pick this priority. Then that priority. 

It's exhausting just to watch. 

Even more exhausting to do. I know from experience. 

I recorded a 10 min podcast for any founder or business leader that's felt overwhelmed by uncertainty. And anyone that's let that uncertainty lead to perpetual pivots and indecision. 

You can tun in here: https://lnkd.in/eVNUZDuY

The thing you're most certain about in your business is probably the exact thing keeping you capped.

Just took my kids to a Museum of Illusions in Utah. Your brain swears things are true that aren't—by design.

Same thing happens in business. 

I've spent a lot of time this past year with founders of $200M businesses. And founders of $2M businesses. 

Biggest difference between them? 

A few simple beliefs. 

I break down what this looks like in a 10 min podcast. 

Tune in to listen here: https://lnkd.in/eCpt5-i7

Our 4th graders were begging for cell phones. 

Parents made a pact: rewind the clock & meet 'em halfway. 

No smartphones... 

But they were genuinely thrilled to get these retro beauties instead. 📞✨

There's a name for what happens in a business when leaders have no spine. 

You know what I'm talking about. When the people responsible for making the tough calls... just don't. 

They ignore underperformance. 
Avoid difficult conversations. 
Procrastinate making hard decisions. 
Or just never make them at all. 

From a business standpoint, it's called 'management debt.' 

'Management debt' compounds just like financial debt. 

It destroys cultures. And it can stunt growth just as much as irresponsible financial debt can. 

I recorded a quick podcast breaking down: 

→ What management debt is (vs. real leadership)

→ The compounding impact it has on companies 

→ How to keep it from accumulating in yours 

Tune in here: https://lnkd.in/eT3aBrt2

One of the biggest challenges with digital marketing is remembering that the people in your feed aren’t the people buying your stuff. 

(Unless you sell products and services to online creators.) 

I’m guilty of forgetting this myself. 

I scroll here and see a bunch of people using AI in really cool, new ways. 

That gets baked into my head when creating a podcast or YouTube video on AI. 

Then I go to an event and talk to my actual customers and prospects and realize, they’re not using AI in their sales process in some of the simplest ways. 

But it’s not just with AI. It’s with all our messaging. 

We have what’s called “the curse of knowledge.” 

When we forget what it’s like to not know what we know so well. It’s a trap a lot of experts fall into. 

So, reminder (to myself as much as anyone) to spend a little more time creating for the people we want to listen. 

Not other creators.

I'm on Facebook the other day and see an ad: "Every sales expert is telling you the same lie—you need to build rapport before you sell."

The pitch? Buy my $37 course to learn how to sell without rapport.

If you read on, you'll see this supposed sales expert was making a common mistake: 

Confusing rapport with small talk. 

Rapport = trust & credibility. 

Small talk = likability. 

Talking about the weather. The local football team. The family pictures on the desk.

That might make you likable. But it doesn't make you credible.

And if you're selling anything of real importance to someone, likability only goes so far.

Think of it this way: If you need brain surgery, are you going with the doctor you like most, or the one you trust to get the job done? 

I recorded a podcast breaking down the common misconception. 

In it, I break down:

→ Why small talk doesn't equal rapport (and what does)

→ How to establish credibility in the first 5 minutes

→ The questions that prove you're an expert, not just likable

→ Why rapport is an ongoing process, not a one-time event

Listen now: https://lnkd.in/eDs2mfSZ

You know why so many salespeople waste 10 minutes talking about the weather?

Because they think being liked is the same as being trusted.

It's not.

Here's how I think about it:

If I needed brain surgery, I wouldn't pick the surgeon who makes great small talk.

I'd pick the one who asked questions that prove they've seen my exact condition 50 times before.

Likability gets you in the door. Credibility gets you the deal.

(If you are selling anything of high importance.) 

But there's the psychological trap a lot of reps fall into:

Small talk feels safer. It's comfortable. It doesn't require you to demonstrate expertise or challenge assumptions or risk saying something that might make the prospect uncomfortable.

So you hide behind it.

You talk about dogs and football teams instead of asking the question that might make them think: "Wait, maybe our current IT setup isn't as solid as we thought."

Real rapport is built on confidence, not comfort. 

Confidence that you know their industry. That you've done your homework. That you're not afraid to respectfully push back when they tell you something that's not accurate.

I recorded a podcast breaking down: 

→ Why people confuse likability with trust (and how to fix it)
→ The preparation work that builds real credibility
→ How to show up as an expert, not an order taker

Listen to the whole thing here: https://lnkd.in/eDs2mfSZ

We all have beliefs that aren’t true. Every single one of us. 

The question is: How much are those beliefs holding us (or our business) back? 

Last week we took our beach kids on a ski trip to Utah for a few days. 

(“Dad, is that real SNOW?!?!) 

We had an unexpected delay in Salt Lake City and stopped by the Museum of Illusions—which is basically an hour and a half of mind bending experiences. 

It’s display after display of, “How in the hell is that happening?” 

And what it comes down to is your brain creates shortcuts with limited data. It stitches information together in a way that makes sense… but isn’t true. 

Like this picture. 

The tops of both of these boxes are the same size. Hard to see. But they even give you a block to hold over it to confirm. 

It’s harmless in this controlled environment. 

But what if the tops of these boxes represented a critical belief you held about something of importance that was holding you back. 

You know, the belief that: 

— “This business just doesn’t have the potential.”

— “That idea will never work.”

— “I’ve got to have [money, experience, connections, etc]  before I can do that.”

— “I’m too [young, old] to do this.” 

— “That channel doesn’t work anymore.” 

And what if it was just completely… wrong? 

An illusion that was holding you back from a monumental shift and achieving what you wanted. 

I've spent a lot of time this past year with entrepreneurs who've built $50M, $100M, $200M businesses.

I've also spent a lot of time with entrepreneurs who are struggling to get there. 

And the biggest difference I see is their belief systems. 

Founders who struggle to get to the next level typically have a belief that’s holding them back. Something they know to be true… that simply isn’t.  

A common one being that they are more essential to day-to-day operations than they really are. 

The question I’m asking myself today: What am I dead certain is true… that isn’t?

How about you?

The MSP owner on the phone with me sounded defeated.

His sales rep had just spent three weeks and 20+ hours on what looked like a perfect fit.

Discovery had uncovered real pain points. The assessment was thorough. The proposal meeting went well—good questions, engagement, positive energy.

Then... nothing.

Not a “no thanks.”
Not a “we’re going with someone else.”
Not even a “we need more time.”

Just complete radio silence after weeks of investment.

“This keeps happening,” he told me. “How do we stop bleeding time on deals that were never going to close?”

This was my response:

taplio

The Battle

Bill Mattoon

Ray J. Green

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The Battle

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Ray J. Green

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Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Ray J. Green's LinkedIn Performance

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