Krista Mollion

Last Business Coach You'll Ever Need I 100% Activator + Rebel 💥 Blow Up Your Solopreneur Business By Joining Profitable Solopreneur/MBA/Accelerator 🚀 Free Masterclass: Path To 10k+ Months 🎯 Content AI Workshop 5/10🧠

What worked at $1M strains at $5M.
What carried you to $8M may stop working at $15M.

Different symptoms.
Same root cause.

Revenue feels harder
Pipeline inconsistent
CAC creeping up
Forecast moving every month

You’ve reached a GTM bottleneck.

Pipeline is active.
Sales is working.
Marketing is producing.

Yet the number shifts.

Your revenue system hasn’t evolved with the company.

That’s where I operate.

I operate at the layer before marketing and sales execution to redesign the system leaders execute within.

I prepare growth-stage companies for structural maturity and turn forecast fragility into defensible revenue.

Predictability is not about slowing down.
It’s about removing growth drag.
When structure matures, growth compounds instead of depending on intensity.

 I work primarily with founder-led B2B SaaS companies between $8–30M ARR, and selectively with earlier-stage companies preparing for scale to stabilize forecasts in 90 days by aligning positioning, demand, conversion, and operating rigor to the company’s next stage.

The tension looks different at each level:

Early Stage ($500k–$8M)
• Activity without concentration
• Offers without pricing power
• Pipeline without predictability

Mid-Stage ($8–$30M)
• CAC expansion
• Longer cycles
• Forecast volatility
• Capital efficiency pressure

Revenue feels harder because the system hasn’t matured.

I install Predictable Revenue Systems aligned to your next stage — not your last one.

So forecasts hold.
So capital compounds.
So growth becomes controllable.

How I Work

Predictable Revenue Foundations™
For $500k–$8M B2B SaaS.
Install the first disciplined GTM engine.

Predictable Revenue Reset™
For $8–30M B2B SaaS.
Private 90-day structural intervention for forecast stability.

Selective Fractional CMO & Advisory available post-engagement.

If you’re a founder who wants structural control — not more activity — we should talk.

20+ years rebuilding revenue systems across US & EMEA.
Founder-led. Operator-minded. Board-ready.


Fractional CMO + Chief Creative Disruptor for SaaS Brands

Attention is currency and it is our mission to get you more of it. 

We design creative, AI-driven, digital and influencer marketing campaigns For micro brands with macro goals

Another International Women’s Day is quietly here.

Some people celebrate it.
Some people roll their eyes at it.
And many probably didn’t even realize it is today.

For some, it’s an important day of recognition.

For others, it feels like a fringe holiday — something associated with radical feminism or corporate virtue signaling.

But after two decades working in SaaS, I think the conversation around women in the workplace is still missing something important.

The problem isn’t women — it’s the environment they’re expected to navigate.

And if you’ve spent years working inside corporate environments, you probably know exactly what I mean.

Over the years I saw patterns many women in tech will recognize.

I remember sitting in conference rooms where I was the only woman at the table.

Sometimes the conversation was productive.

But other times there was a different dynamic — a kind of unspoken pack behavior where ideas were challenged in ways that simply didn’t happen when another man presented them.

And then there were the quieter things.

Comments about appearance that male colleagues never received.

Important deals and relationships forming in informal environments where women weren’t present.

High-visibility opportunities quietly shifting away from women during pregnancy or early motherhood because leaders assumed they wouldn’t be available.

None of this was usually overt hostility.

In fact, if you asked the men involved, many would genuinely say they support women in leadership.

That’s what makes it so difficult to address.

The bias is often subtle, cultural, and largely unconscious.

So when I hear “women should just be more bold,” I think we’re missing half the conversation.

Encouraging women to raise their hand is good advice.

But we also have to look honestly at how opportunity and influence actually flow inside organizations.

Because if the table itself is shaped by a culture that excludes people, telling them to “take a seat” doesn’t solve the problem.

Sometimes the real solution is changing the room.

And sometimes the most rational response is exactly what many women have done:

Build their own tables.

Interestingly, in my consulting work today, most of the founders I end up working with are still men.

I would genuinely love to see more women building and scaling ambitious companies — because the ecosystem becomes stronger when more perspectives are at the table.

Curious to hear from others:
Do we still underestimate how much workplace culture — not individual confidence — shapes who actually succeeds?

You’ve scaled. So why does revenue still feel fragile? I fix the revenue engine when growth stalls (8-30M ARR) | 20+ yrs scaling SaaS revenue systems | Growth, GTM, Marketing Leader | Creator of the 90-Day Revenue Reset™

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You’re in the meeting.

You see campaigns running, deals moving, roadmaps full — and growth still feels heavy.

What’s unfolding is decision drift. Effort keeps increasing while direction stays unsettled, so momentum resets instead of stacking.

This article looks at how unresolved decisions quietly become the real GTM bottleneck, why pressure shows up first, and how activity expands when judgment has nowhere to land.

It’s a pattern many founders recognize only after the cost has already compounded.

Read the full piece here →

Founder | Predictable Revenue CMO for $8–30M B2B SaaS | From Forecast Volatility → Stability in 90 Days

Why busy GTM teams stall — and how decision drift quietly kills momentum You’re sitting in the meeting. Marketing is running campaigns. Sales is worki

Open article: Unresolved Decisions Are the Real GTM Bottleneck by Krista Mollion • 3 min read

Unresolved Decisions Are the Real GTM Bottleneck

You will fire your CMO.

If you haven’t already.

Not because they lack talent.

Because you demanded activity before architecture.

The numbers should make you uneasy:

CMOs have the highest turnover in the C-suite.

In SaaS, average tenure is 18–24 months.
In non-SaaS, it rarely exceeds four years.

That isn’t random.

If month one with your marketing leadership feels like campaigns and execution, risk is already compounding.

If by week two of hiring a new CMO, you say:

“We need campaigns live this month.”

You have just wasted capital.

Because month one is diagnosing revenue architecture.

It defines:

• who owns revenue decisions
• how marketing and sales align
• which targets survive financial scrutiny
• what remains unfunded

And at least two more months in most cases to fix it and re-build it right.

This is where trade-offs get enforced.

Most companies skip it.

Common breakdowns surface fast:

• decision-right confusion
• sequencing gaps
• incentive drift

Layer execution onto that and spend rises.

Alignment doesn’t.

Thirty-day execution is easy to generate.

Twelve-month compounding requires proper foundational revenue architecture design.

So here’s the uncomfortable question:

When you hired your CMO,

did you first design the system for them to operate in —

or did you set them up to burn out so you can rotate to the next one and pretend they failed?

Recycling leadership is not a growth strategy and it doesn't look good on you.

If you've burned through multiple CMOs, it's not them.

It’s the CEO's failure to design a role where marketing leaders can thrive.

Revenue Architect for Scaling B2B SaaS | Designing the systems behind predictable revenue: ICP • Positioning • Pricing • Pipeline Creator of the 90-Day Revenue Reset™ Founder, Unignorable Brands

“Community” is being sold as strategy.

Private groups.
Inner circles.
Founder clubs.

Belonging packaged as growth infrastructure.

Here’s the problem.

Most of it is retention design.

High-touch onboarding.
Constant engagement.
Emotional language.

Until the invoice stops.

Then the signal drops.

Mid-market operators don’t need belonging mechanics.

They need:

• durable relationships
• performance accountability
• long-term trust beyond contract cycles

If the relationship only exists while money flows,
it’s distribution — not partnership.

I don’t sell community.

I build working relationships that survive the contract.

That’s harder to scale.

It’s also harder to fake.

Question for operators:

Do your partnerships survive renewal cycles —
or depend on them?

CEO: We need to cut costs. Can we hire overseas?
Exec Team: Okay.

(Three months later.)

CEO: It’s not working.
Timezone and cultural barriors.
Communication gaps.
Deadlines slipping.
Fire them.

Exec Team: Okay. Should we hire locally?
CEO: No. Move everything to AI.
Including your role.

Exec Team: …

Welcome to hiring, 2026.

For years, the debate was:
Cheap vs expensive.
In-house vs outsourced.

Now it’s:
AI vs humans.

New focus.
Same problem.

Because the real question was never about cost or tools.

It is:
did you build a company where people thrive and use technology effectively?

Most companies don’t.

So they rotate through “solutions”:
• cheaper labor
• better agencies
• more software
• more automation

Without ever building:
• ownership
• sequencing and automations
• feedback loops
• decision discipline
• SOPs and trainings

You can change the inputs all you want.

If you skip systems, nothing compounds.

High churn, overrated tools, wasted budget, and constant reset.

AI won't save you.
Building strong foundations around goals, ownerships, roles and responsibilities, and technology will.

If this feels familiar, the issue isn’t AI vs human.

Because the real issue was never “people or machines.”

It was:
No one ever defined what humans are supposed to own — and what machines are supposed to handle.

In strong organizations, AI accelerates execution.
Humans own judgment, trust, and narrative.

That line rarely gets drawn.

So executives end up doing tactical work…
While systems try to automate relationships.

That’s backwards.

In 2026, the companies that deliberately design how humans and AI work together will compound — and everyone else will still be debating tools and hires while falling behind.

AI may take your job if roles are built on tactics and repetition, not judgment.

Revenue Architecture for $8–30M B2B SaaS I Fractional CMO for Revenue Volatility & GTM Redesign I Subscribe to the Revenue Reset Brief Newsletter

When does hiring a full-time CMO actually make sense?

Founder-led marketing works.
Until it doesn’t.

Usually around $3M ARR, the cracks show:

• ICP and positioning keep shifting
• Pricing isn’t pressure-tested
• Sales spends half its time explaining
• Budgets exist, authority doesn’t
• Results are hard to defend

Then I hear this:

“Revenue isn’t stable enough for a $300K CMO, so we’re thinking fractional.”

Not wrong.
Wrong frame.

This isn’t a cost decision.
It’s a sequencing decision.

Cost view:
Fractional = discounted exec.

Reality:
Fractional = executive brought in before the system exists.

Hire full-time too early and you lock in cost before clarity.

Then you ask one person to fix a structure they didn’t design.

That’s when:
• frustration builds
• turnover starts
• boards get nervous

A full-time CMO makes sense when:

• the growth engine is defined
• budgets are approved
• ownership is clear
• the job is scale + leadership — not reconstruction

Building the engine and running it at speed are different skills.

Most companies don’t hire the wrong person.

They hire the right role at the wrong time.

That mistake costs 12–24 months.

One clarification:

Fractional ≠ “30-day consultant.”

It’s executive ownership at fractional capacity.

The job is to design the revenue infrastructure above marketing
so your future CMO can actually win.

If this decision feels heavy,
your stage isn’t clear yet.

That’s the real work.

Founder @Unignorable Brands | Predictable Revenue CMO for Founder-Led B2B SaaS ($8–30M ARR) | From Forecast Volatility → Stability in 90 Days | Accelerate and Compound Growth

Three Ways To Work Together

The fastest promotion in marketing history:

Intern → Director → “Good luck.”

No team.
No budget.
No authority.
Just a bigger title and higher expectations.

Titles are cheap.
Revenue risk is not.

This is how companies accidentally create fragility at $8–15M ARR.

They promote execution talent
without redesigning decision rights, capital allocation, or enterprise motion.

Then when growth stalls…

They blame “marketing.”

Nothing here is malicious.

It’s structural.

Founders:

If you want senior outcomes, you must design senior roles:

• Clear revenue layer ownership
• Budget authority
• CRO integration
• Forecast accountability
• Training (if promoted)

Otherwise you’re not building leadership.

You’re increasing risk.

Most enterprise SaaS ceilings aren’t demand problems.

They’re leadership design problems.

Replacing a GTM leader feels decisive.

Boards like decisive.

It signals control.
It signals accountability.
It signals movement.

But most resets don’t fix growth.

They reset the clock.

Not because the leader was incompetent.

Because the revenue architecture never changed.

If:

• The ICP economics are inflated
• Decision rights are unclear
• Capital allocation logic shifts quarter to quarter
• Sales capacity doesn’t match segment reality

Rotating leaders won’t compound growth.

It compounds volatility.

Every replacement quietly erodes:

• Forecast credibility
• Institutional memory
• Marginal CAC efficiency
• 2–3 quarters of execution momentum

Churn creates the appearance of discipline.

Structural clarity creates operating leverage.

Leadership replacement is visible.

Revenue architecture work isn’t.

That’s why one gets applause.

And the other gets deferred.

If you keep replacing leaders that don't drive results, it's likely your revenue volatility is a structural design problem, not a talent problem.

The hidden 18–24 month cost most companies never calculate There’s a familiar moment in many companies when growth stalls. Pipeline slows. Forecasts w

Open article: Why Replacing Leaders Rarely Fixes GTM by Krista Mollion • 4 min read

It’s easier to add 50K followers than to fix inconsistent pipeline.

That’s why so many B2B founders double down on visibility.

Here’s the uncomfortable part:

You can grow fast.
You can go viral.
You can build a big audience.

And still have:
• Unpredictable pipeline
• Discount pressure
• Slipping deals

Because it’s easy to build an audience.

It’s hard to build the right audience.

In this article, I break down:
– The real ways to grow quickly
– Why most founders grow the wrong room
– What buyer gravity actually looks like
– And how visibility quietly misallocates capital

Growth is easy.

Alignment is rare.

If you care about revenue more than applause, this one’s for you.

The hidden cost of building attention that doesn’t convert It’s easier to add 50K followers than to fix inconsistent pipeline. That’s why so many B2B 

Open article: How to Grow From 0 to 50K Followers in Under a Year (On Any Platform) by Krista Mollion • 4 min read

How to Grow From 0 to 50K Followers in Under a Year (On Any Platform)

"We tried marketing.”

At $8–15M ARR, that statement is often accurate.

You probably did:

• Hire an agency
• Launch paid ads
• Redesign the website
• Invest in content
• Add SDRs

And growth still didn’t stabilize.

The issue usually isn’t effort.

It’s sequence.

Marketing applied before:

• ICP compression
• Clear ownership
• Capital pacing logic
• Incentive alignment
• Governance over trade-offs

Execution inside structural ambiguity compounds noise.

Not revenue.

Marketing doesn’t fail because it was tried.

It fails because it was layered on top of an undefined system.

That’s not a talent issue.

It’s architecture.

What Really Failed When Marketing Didn’t Work You’ve probably said this at least once. “We tried marketing.” “It didn’t really work.” “We spent a lot 

Open article: Why “We Tried Marketing” Is Usually True — and Still Misleading by Krista Mollion • 4 min read

Why “We Tried Marketing” Is Usually True — and Still Misleading

I used to confuse confidence with permission.

Every time I thought about reaching out to someone who could actually change the trajectory of my business, a voice would show up:

Who do you think you are?
They won’t take you seriously.

So instead of standing cleanly in my value, I performed.

I made jokes.
I name-dropped.
I tried to be “easy” to accept.

Not because that’s who I am—but because it felt safer than claiming responsibility for what I knew I could do.

The problem with that strategy?

It doesn’t just cost you opportunities.
It erodes your clarity.

You start outsourcing your sense of legitimacy to other people’s approval.

At some point, that stops working.

Not because you suddenly become fearless—but because you realize leadership isn’t granted.
It’s assumed.

I don’t need to be liked.
I don’t need permission.
And I don’t need to perform to belong.

I know how I operate.
I know the standard I bring.
And I only work with people who recognize value without needing a show.

If you’ve reached the stage where pretending feels heavier than being precise,
you’re probably closer to clarity than you think.

Speed doesn’t come from urgency.
It comes from clarity.

When roles are clear,
decisions don’t escalate emotionally.

When priorities are explicit,
execution doesn’t reset every quarter.

This is what alignment looks like in practice:
	•	decisions are owned, not endlessly debated
	•	tradeoffs are explicit, not political
	•	metrics guide behavior, not opinions

Most teams don’t need more pressure.
They need fewer unresolved decisions.

When speed feels expensive,
it’s usually because ownership is still fuzzy.

This line has been quietly following me around lately:

“What I’m not changing, I’m choosing.”

For a long time, I thought “not changing” meant being:
patient
thoughtful
responsible
realistic

I blamed timing.
Circumstances.
Life.

I told myself I was waiting for “the right moment.”

Now I see it differently.

Most of the time, not changing is about fear.
About passivity.
About avoiding discomfort.

We stay broke because learning to make money is hard.
We neglect our health because excuses are easier than discipline.
We stay in bad jobs and bad relationships far longer than we should.

Because change is scary.

Humans are wired to avoid risk.
To stay small.
To not place bets.

So we wait.

We tell ourselves we’ll deal with it “later.”
When things are calmer.
When we’re more confident.
When we feel ready.

But later rarely comes.

There were so many things I thought I’d still have time to say to my dad.
Then he died.

So many places I wanted to see.
Then work and kids arrived.
And “maybe later” became never.

What comes instead is repetition.

The same patterns.
The same frustrations.
The same quiet knowing that something is wrong.

A loop.

And slowly, that becomes your life.

Not through one big decision.
Not through one dramatic failure.

Through thousands of small delays.

A quiet choice.
Made daily.

And once you see that…

You can’t unsee it.

Where in your life are you choosing by staying the same?

And when will you decide you’re done waiting?

At $10M+, attribution debates aren’t marketing arguments.

They’re governance leaks.

When leadership fights over “what drove the deal,”
they’re not debating dashboards.

They’re exposing confusion about how growth actually works.

Credit fights don’t start in Salesforce.

They start when:

• Capital allocation logic is fuzzy
• Influence isn’t defined
• Decision rights are politically negotiated

The model explains the click.

It doesn’t explain conviction.

Revenue confidence forms long before the tracked touchpoint.
Before the demo.
Before the opportunity.

If attribution arguments resurface every quarter,
it’s not a reporting issue.

It’s a trust issue.

Incomplete data is survivable.

Incomplete alignment corrodes quietly.

And when capital decisions rely on partial models,
risk doesn’t explode.

It accumulates.

Attribution isn’t a marketing layer.

It’s a board-level question:

What counts as influence —
and who has authority to define it?

Full breakdown here →

What Attribution Can’t Explain About How Deals Actually Get Done You’ve probably been asked this in a meeting: “What actually drove this deal?” You pu

Open article: Why Attribution Keeps Failing (Spoiler: It’s Not a Tools Problem) by Krista Mollion • 4 min read

Why Attribution Keeps Failing (Spoiler: It’s Not a Tools Problem)

You don’t choose sales-first growth because you don’t believe in marketing.

You choose it because when the number is at risk, sales is the only lever that moves fast enough.

Pipeline fills.
Activity spikes.
Deals get pulled forward through effort.

And for a while, it works.

This week’s article looks at why sales-first growth feels faster — and what quietly starts to break underneath once effort replaces leverage.

Not as a critique.
As a pattern leaders eventually run into.

If sales keeps carrying more of the load each quarter, this will probably feel familiar.

Read the full piece here →

The hidden costs of relying mostly on sales, and underfunding marketing Sales-first growth usually doesn’t start as a strategic choice. It starts as a

Open article: Why Sales-First Growth Feels Faster Than Marketing — Until It Breaks by Krista Mollion • 5 min read

Why Sales-First Growth Feels Faster Than Marketing — Until It Breaks

Most founders experience marketing as lead generation.

That makes sense — leads are the most visible output.

But when pipeline looks active and decisions still stall, leads aren’t the real problem.

Marketing’s real job is decision acceleration.

If a qualified buyer can’t confidently say yes or no within one sales cycle, something is broken — and it’s rarely Sales.

Here’s where marketing actually earns its keep:

At the founder level
Marketing reduces decision friction.
Clear positioning. Clear tradeoffs. Fewer “we need to think about it” loops.

At the revenue / board level
Marketing makes the risk math explicit.
Risk vs. status quo. Risk vs. delay.
Boards don’t approve stories — they approve defensible decisions.

At the execution level
If uncertainty around price, value, or switching costs isn’t resolved quickly, friction wins.

Awareness doesn’t close deals.
Clarity does.

And the hardest competitor you’re always up against?

The status quo.

If this feels familiar, marketing probably isn’t broken.
It’s just not designed around how buying decisions actually get made.

Marketing only feels expensive when it’s doing the wrong job.

When:

– it can’t clearly explain its impact
– it produces motion without reducing risk
– it optimizes channels before defining direction

That isn’t a talent issue.

It’s a leadership design failure.

When governance is explicit, marketing behaves like capital allocation.

When governance is loose, marketing feels like overhead.

The budget didn’t create the discomfort.

Ambiguity did.

Compounding depends on which system you built.

How cost becomes the symptom of role confusion Marketing starts to feel expensive when every dollar requires explanation — and effort elsewhere doesn’

Open article: Why Marketing Feels Expensive When It’s Doing the Wrong Job by Krista Mollion • 4 min read

Why Marketing Feels Expensive When It’s Doing the Wrong Job

Bad news for many.

Your ideal client is not seeing your LinkedIn posts.

They probably don’t know you exist.

The “post consistently and the algorithm will reward you” advice?

It works.

For employees.

LinkedIn was built for:
• job seekers
• recruiters
• corporate teams
• enterprise sellers

The algorithm clusters by function.

Marketers see marketers.
HR sees HR.
Founders see founders.

So when you post about marketing?

LinkedIn shows it to other marketers.

Great for peer visibility.

Terrible for revenue if your buyers sit outside your function.

You’re building authority in the wrong room.

And celebrating engagement from people who will never buy.

Revenue isn’t driven by volume.

It’s driven by precision.

So be honest:

Are your buyers seeing you —

or just your competitors?

Comment “ALGO” if you want the fix.

Growth at $10M feels very different than growth at $2M.

Earlier stages run on instinct:

• speed
• conviction
• hustle
• rapid iteration

Mid-stage runs on structure:

• defined decision rights
• explicit sequencing
• capital discipline
• constrained focus

Instinct carries you through early expansion.

Structure determines whether growth continues.

 In the early stages of growth, scrappy works.
 
Mid-stage, scrappy becomes dangerous.

The companies that break through define:

• who decides
• what gets funded
• what stops
• what qualifies

Mid-stage rewards sharper decisions, not more activity.

Structure compounds.

Instinct exhausts.

Which system is driving your company right now?

HubSpot isn’t making a mistake.

It’s doing exactly what every successful SaaS company eventually does.

It’s moving upmarket.

Almost every SaaS platform starts the same way.

They welcome small businesses.

Freelancers.
Consultants.
Small teams.

Low-cost tiers make the platform accessible and help it spread quickly.

But as the platform matures, the strategy changes.

Pricing rises.
Partner programs evolve.
Enterprise customers become the focus.

HubSpot is simply the latest example.

The company is sunsetting its low-cost partner tier and replacing it with a paid program starting around $400/month.

For freelancers and small consultancies that built their practices around the platform, that’s a big shift.

But the bigger story here isn’t HubSpot.

It’s the SaaS lifecycle.

Platforms often start with small companies — and gradually move upmarket as they grow.

I wrote a short breakdown of what’s happening and what it means for smaller companies trying to build their revenue systems. 👇

Curious to hear from founders and operators:

Has HubSpot become overkill for smaller companies?

BAE Systems, Inc.

Principal Software Engineer

IIF - Impact Innovation Foundation, Inc

Serving on the advisory board of a non-profit supporting entrepreneurs and removing barriers that constrain them and stifle innovation in several areas of impact.

Advisory Board Member

Raytheon Technologies

Previously Integrated Defense Systems at Raytheon Company, later Raytheon Missiles & Defense following the merger of Raytheon and United Technologies. In 2023, heritage Raytheon business units were merged into the Raytheon business unit of RTX.

Senior Software Engineer II

Hoopville Media Services

New parent company that continued the work of Hoopville Media Enterprises
Produced NCAA compliant national recruiting service
Led independent coverage of college basketball and everything connected to it through news and feature content
Ran highly-competitive basketball showcases and team tournaments
Twice included by the Sporting News on a list of 140 College Basketball Twitter Accounts to Follow
Voted for postseason awards in the ACC and Colonial Athletic Association, as well as the ACC Player and Rookie of the Week awards

President and Director of Basketball Operations

Lead the coverage of college basketball, as well as the NBA Draft and recruiting as they concern the college game
Manage staff writers and columnists, directing coverage with season previews and recaps as well as recurring features

Managing Editor

Regular coverage of college basketball, as well as the NBA Draft and recruiting as they concern the college game

Senior Writer

Dräger

Software engineering for medical devices
* Enhanced parts of a large C code base by fixing issues found via static analysis and in-house testing.
* Investigated a range of monitoring unit issues including cybersecurity concerns.
* Led early support for the use of a strip recorder with a patient monitoring device.

Senior Software Engineer

Startup Institute

Teach technical classes as part of the program: Algorithms and Data Structures, Nailing the Technical Interview

Instructor

AES Corporation

Software development for a leading vendor of security and alarm systems
* Developed automated design verification programs and unified them along with an existing menu-driven design verification tool into one diagnostic program.
* Leveraged an automated design verification program to test hardware with varying environment settings.
* Added the ability to upload preconfigured settings from a USB drive to a subscriber using a C program and Linux shell script.
* Led development of a protocol used as a primary component in an automated manufacturing test setup.
* Improved the ability to upgrade firmware via USB, including how it notifies users of progress or problems via an LCD.
* Leveraged existing code to add the ability to forward a network packet as-is, allowing for easy test of known bad packets.
* Assisted in automation of many functional tests using Python and Selenium.

Senior Staff Software Engineer

Thermo Fisher Scientific

Software Research & Development Engineer in the Environmental and Process Monitoring Instruments Group
* Ported an instrument series platform from the Linux 2.4 kernel to the 2.6 kernel
* Aided customer input options by modifying the standard Linux keyboard driver to support a USB keypad for an instrument series.
* Co-led graphical user interface development for a continuous emissions monitoring instrument.
* Developed software for parts of an SNMP register agent, MySQL database agent and graphical user interface that comprised a next generation platform.
* Fixed a long-standing time skew problem with an instrument, led the new release containing the fix, and updated the software generation document for the product to reflect numerous changes since the last update.

Software Engineer

LTX-Credence

LTX-Credence was formed by the merger of LTX and Credence, completed at the end of August 2008.

Software engineer in the Diagnostics, Calibration and Verify group.
* Enhanced diagnostics for the company's RF products to support new hardware that automates the calibration procedure.  This included proper detection of a USB file system mount, unifying calibration programs and implementing proper abort mechanisms.
* Played a leading role in the conversion of diagnostic programs to use a new reporting format, many of which were completed ahead of schedule.
* Converted two diagnostic programs from an internal language into C++-based programs.
* Refactored functionality from a diagnostic program into two reusable utility classes.
* Developed a diagnostic for an adapter that provides compatibility between two tester architectures, utilizing prior work from a similar diagnostic.
* Unified a diagnostic for multiple platforms into one program.
* Successfully mentored a new college graduate in the department.

College Sports Television

Produced regular columns on national subjects of interest in college basketball, as well as live-blogging game coverage.
For the NCAA Tournament, authored "Names You Need to Know", on X-factors for participating teams and stars hidden on teams out of the public eye.

Contributing Writer

Versatile Software Engineer and Technology Industry Champion

I am a versatile software engineer on a mission to leave the technology industry better than I found it. I combine technical know-how with a relentless drive to grow and make a positive difference in the world.

I have developed a wide range of software from low-level software that required knowledge of microprocessors down to the bus cycle and signal level, to object-oriented software that is hardware agnostic.

Even so, I am an embedded software engineer at heart. I especially enjoy working with the operating system and manipulating hardware, as to me that's where all the magic happens.

A lifelong learner, I try to get a little better every day through a variety of methods, from conferences to online courses to reading technical blogs and books. There are too many options for growth for me not to use all of them.

I have also thrived in non-technical aspects such as documentation or presenting a new development to a group of people. My writing and speaking abilities have been further honed by years of work in a second career that required more of each.

Thanks in part to many years of participating in team sports, being part of a team comes naturally to me, and that helps me work to be the kind of teammate I love to be surrounded by.

Additionally, I help advance the technology industry through service on two committees on the New Hampshire Tech Alliance, the event committee of the Granite State Code Camp, mentoring engineers and giving talks to students about careers in the industry. I want to help others experience the same excitement and enjoyment of the industry that I do because the possibilities are endless.

Phil Kasiecki

Continuing from yesterday and going the rest of the month celebrating women I appreciate, we reach the letter 'B'.

▶️ There are many I can highlight, but I'm going to focus mainly on those I've come to know more recently.

(I've been on LinkedIn for over 20 years now, after all 😮)

💐 What women whose names begin with 'B' have made a difference in your world?

Bernice H. Tsewole (has already lived a rich life and I just know she will do something big!)
Bethany Fiocchi Root (fast becoming a real mover and shaker in the Boston startup ecosystem)
Bree H. (she shares so many great insights in software)
Briana B. (rising star technologist, mentor and leader)
Brittany J. Brown, ACC (one of the wonderful people I met at The Executive Exchange)
Brittany L. King (what is there to say about her that I haven't already said?)

(Yesterday's post for the letter 'A': https://lnkd.in/eJ6fsh3a)

In recent years, one great activity in March has been to highlight women who make a difference in our world one letter of the alphabet at a time.

🗓 As we're on March 9 and there are 26 letters of the alphabet, I realize this means I'll have to cover more than one letter on a few days.

💐 So be it. These women I'll highlight deserve their flowers, and not just this month.

▶️ This month is just a convenient but insufficient time for supporting the women we know.

And a tip of the hat to David Chang, who has gotten this going in recent years - this is not my creation and as such I can't take the credit.

🅰️ Starting with 'A', there are so many I can highlight whose names begin with our first letter, so I'll go down a surely incomplete list and note that you would be blessed to know any of these women, most of who I've come to know fairly recently.

What women are the 'A' players in your world? (Sorry, couldn't resist!)

Aaliyah Tasby
Adaeze Iloeje-Udeogalanya
Dr. Ai Addyson-Zhang 🎓
Aireal Taylor, MBA
Aisha Ruiz Tyler
Allie Joy Tsahey
Allison Byers
Angie Jones
Dr. Anitha Panicker
Ansley Booker, PhD (she/her/hers)
Anuradha Aravindh Raj
April Little
Arabia Johnson, MAIO
Arianny M.
Ashia Lang, CSM, PMI-ACP, AT-Ret
Ashley Miller, MBA, CDSP
Atiya Byrom
Audra Woods, MBA, SHRM-CP,CDP
Avery Brazzle, MBA, PHR
Ayana Elon

As we close in on Diversitech, I'm giving away five scholarship passes as a Techfluencer.

➡️ What you need to do for this starts with following Tribaja.co here on LinkedIn.

❓️ Then, tell me how one might best serve the larger technology industry to make it better than it is now.

I do a lot towards that end, but I want to know your ideas.

📷 An event like Diversitech brings that idea into focus as we see how a great event like it serves the industry as well as the people in it.

I look forward to seeing you in Philadelphia in a couple of weeks!

There's a lot going around about a woman who helped or inspired you in your career.

Today I'll highlight a woman who is sort of an unsung hero in it.

When I was at RTX, Jennifer Brazeau was one of seven managers I had, five of them women.

🗓 She was my manager for less than a year, which seems unremarkable.

It came at a pivotal time.

➡️ Around that time, I not only had the itch to consider becoming a manager, but felt like I had worked up the qualifications for it.

An opening came up, and she guided me - including something that would guide a later move.

🤔 I was an oddball, working on a program staffed out of another department entirely.

That wasn't going to help me in my quest.

🙁 Sure enough, I didn't even get an interview when I applied even though I knew the manager.

▶️ The woman who got the role, and became my manager, it should be noted, ran circles around me - if you saw her track record, you would agree.

Since she was my manager most of that year, Jenn was a key part of my review.

➡️ It was there that my next move came, as she gave me a lot of good insights into it.

💡 She helped me understand why being mismatched from a department standpoint didn't help, and also gave me ideas on how to be a better candidate later.

While I never became a manager at RTX, leaving due to a personal situation, Jenn's guidance was helpful.

✅️ Those insights guided my eventual pursuit of the role I landed in October.

That was on top of her providing a great example during the time she was my manager.

✨️ So while I can and will celebrate plenty of women on this day and during this month - and as it should be, the whole year - today I'm highlighting Jenn for how she helped me get here.

Continuing the celebration of women I appreciate, we reach the letter 'C'.

✨️ There are so many I can highlight, but I'm going to focus mainly on those I've come to know more recently, and even then, it's a lot - but a blessing.

What women whose names begin with 'C' have made a difference in your world? Tag them here to let others know.

Candice Benson, PMP, Prosci
Candice Harrison, MA
Cassie Ademola, MPA, SHRM-CP, CPRW
Charity S. McDonald
Charney Robinson-Williams
Chekwube Uchea
Chenae Erkerd, J.D., RACR
Cherita Washington, MBA
Chloe Banks
Cierra R.
Crystle Johnson

(Yesterday's post for the letter 'B': https://lnkd.in/ewekuFPx)

Influencers are people, too.

They are human just like the rest of us.

📅 On this Friday, I'm thinking about some perspective.

Lisa Zarcone brought this into focus with her post yesterday.

It doesn't matter if the main news in it is months old, as the story behind them was brought back to the forefront.

➡️ She highlighted stories of online influencers who had died by suicide after living the highs and lows of that.

They got lots of attention, but not all of it was positive.

So much of it was frankly unnecessary from other people.

I know some influencers on here.

Personally.

❤️  I've had real, in person conversations with many of them.

Yes, they have large followings, often many multiples of my own following.

💙  They're wonderful people.

Whether it's Brittany L. King, Kristi Kennebrew, Jalonni Weaver, Nyaradzo (Naya) Bere, Taylor Falls, Krista Mollion, Rachel Beck or any of a number of others, I'm blessed to know them.

▶️ (International Women's Day is almost here and we're in Women's History Month, so I'll focus in on women influencers for the moment.)

🏀 I also got to know some pro athletes and national championship coaches from my time in the media.

And like those pro athletes and coaches, these influencers are people, too.

▶️ Just because someone is in the public eye or has a large following doesn't mean they must be infinitely available to us.

➡️ They have agency in how available they are - just like we are not infinitely available to other people.

➡️ They have life challenges just like we do (even if they might seem to make some of them seem easy).

➡️ They want the same basic things in life although some details will vary.

➡️ They go through adversity in life just like we do.

➡️ They have things that stress them out in this life, just like we do.

➡️ And they deserve the same respect, including for their boundaries, that we all do.

So if you're blessed to know influencers, give them a hug... and remember that they are people just like we are at the end of the day.

March is the best month of the year.

And this year it's not just college basketball carrying the flag. 🏀

✨️ Of course, the hardwood is still a big reason. There's nothing like March Madness.

And for me, the conference tournaments were always greater than the NCAA Tournament, especially in the one-bid leagues.

🏀 Everything was on the line, and back when I covered the sport, there was nothing better than covering those tournaments.

▶️ There was the CAA many years, starting with the memorable 2006 weekend for a lot of reasons.

▶️ There was the Ohio Valley Conference three years later, with one of the greatest games I've seen - and I wasn't supposed to cover that tournament, another story for another time.

▶️ There were the times I covered two championship games in less than 24 hours with the Patriot League and America East.

▶️ And I can't forget 2015, the last time I did this in earnest, when I covered two double overtime thrillers four days apart.

This year, amidst all that fun from a distance will be great tech industry events.

➡️ There's the New Hampshire Startup Coffee Meetup next Tuesday I co-host with Samuel Ayo Oyedemi.

➡️ There's the Tech Power Breakfast (run by the NH Tech Alliance) a day later.

➡️ The Inspire STEM Gala (by NSBE Boston Professionals - National Society of Black Engineers) on Friday the 13th might be the best night of the year.

➡️ Diversitech (powered by Tribaja.co) follows a week later.

➡️ And Sara Margalus is running Women Who Own the Future: https://lnkd.in/ez9g5ASn on March 25 in Manchester.

🗓 Did I mention that March is the best month of year?

I strongly endorse Nicolas Pollard for re-election as National Communications Chair of the National Society of Black Engineers at Annual Convention March 18th-22nd🖤💛❤️💚

I have known Nicolas for almost a year and had the pleasure of meeting him in person in October at AfroTech.

➡️ He has shown great leadership potential as the NSBE chapter president at Virginia State and now as the National Communications Chair of NSBE.

▶️ When I think of high potential young people I know, he is right at the top of the list, and I'm excited to see what he does as he continues to grow.

My calendar is starting to fill up, and included in that is next week's Tech Power Breakfast, where we have a great panel of women at the forefront of tech leadership.

I hope to see you at Mainstay Technologies for this one.

Just 1 week to go! The Tech Power Breakfast is almost here! ☕ Don’t miss your chance to kick off the morning with great coffee, meaningful conversations, and connections in NH’s tech community.

This week, join us for Women at the Forefront of Tech Leadership with Janelle Gorman, CFO of York IE; Laurie Masiello, CEO of Predictive Monitor LLC; and Melissa Florio, President of Ambix Manufacturing,  a conversation you won’t want to miss.

📅 Wednesday, March 11
⏰ 8:00 AM – 9:30 AM
📍 Mainstay Technologies

Seats are filling fast, grab yours: https://loom.ly/t2IMfoE

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The Battle

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