Adam Jay

Chief Revenue Officer (CRO)

Most B2B companies stall because growth is duct-taped together instead of designed. I fix that.

I’m a Fractional CRO and GTM Operator who builds modern revenue engines that make growth repeatable, predictable, and intelligent. To date, I’ve helped SaaS and services companies generate $265M+ in revenue by installing the right mix of strategy, process, and execution.

I’m not a slide-deck consultant. I embed with teams, roll up my sleeves, and architect systems that actually run... combining sales leadership, RevOps structure, and an AI augmented approach to remove friction and accelerate results.

Through my GTM Gap™ Framework, I guide companies from:

👉 Stabilization (infrastructure that supports scale)
👉 Foundation (repeatable sales motions)
👉 Repeatability (predictable pipeline + process)
👉 Scalability (AI-powered efficiency)

What I bring:

👉 AI-driven GTM design and intelligent automation
👉 Sales playbooks, enablement, and positioning that scale
👉 Revenue team structure and fractional leadership through growth stages
👉 Hands-on execution that bridges the gap between vision and results

Leaders I partner with describe my work as both strategic and practical; insightful enough to set direction, but operational enough to create momentum immediately.

If you’re building for scale and need an operator who can architect and execute, let’s connect.

GTM Ambassador 

Featured Thought Leader and Overall GTM Junkie. 

As an ambassador, I share frequent content that aligns with the overall GTM Operating System developed by GTM Partners. Additionally, I share my perspective based on the analyst data gathered by GTM partners. And as GTM Partners creates more content and hosts more Roadshows, there's a HIGH likelihood you'll see me there :)

The board just told "we're firing the CEO at the end of the week."

Words from a lead investor's mouth about three weeks after starting an engagement. They were convinced she wasn't the right fit. 

"I'm confused," I say. "She's only been here 6 months. Why are you firing her?"

“It's been 6 months, she hasn't turned the company around. Revenue is flat, we're still burning cash, the board expected transformation by now.”

Puzzled, I asked what she had actually done since she's been here. 

Here’s what I was told:

↳ Met with every department head to understand operations
↳ Conducted 20+ customer interviews to understand why they bought 
↳ Reviewed 18 months of financials to identify burn issues
↳ Built relationships with key investors and board members 
↳ Assessed the entire leadership team for gaps
 ↳ Started mapping the actual GTM strategy with us (which didn't exist prior) 
↳ Identified the real problems versus symptoms 
↳ Began building a proper executive operating rhythm

She also had to navigate three different "urgent priorities" from board members who all thought their pet project should be focus number one.

That CEO you hire is not a magic pill that fixes years of broken GTM in c few months. Sure, they should have immediate impact (see above), but you MUST give them time to diagnose before you demand results.

Don't be so quick to fire people who are doing all the right things.

This was 7 months ago. Where do things stand now?

- We talked the board off the ledge, went back to the GTM Gap™ framework to show where the company actually was, focused on fixing the foundation instead of demanding instant revenue.

- Company just had their best net-new quarter ever.

- Top of funnel is stronger than ever.

- Marketing is focused on pipeline and revenue versus MQLs

- Leadership team aligned. 

- GTM strategy actually exists and works.

All because they didn't panic fire the CEO who was doing exactly what needed to be done.

I love some me some instant gratification too, but when it comes to GTM, fixes are rarely instnat.

Talks about #aes, #saas, #founderledsales, #salesleadership, and #salesmanagement

Fractional GTM Executive | Helping CEOs & Founders bridge the “GTM Gap™” | $283M+ Revenue Generated as VP of Sales & CRO | Revenue Growth Strategist | Keynote Speaker | Dad

I’ve lost 23 pounds in the past several months. 

It didn’t happen because I “got motivated.” It happened because I finally made the hard changes I’d been avoiding.

I stopped pretending tiny tweaks would move the needle.
I stopped justifying bad habits.
I stopped lying to myself about what was actually holding me back.

I changed what I ate.
Killed alcohol.
Changed how I moved.
And, changed how I prioritized myself.

The moment I got honest, the results followed.

It’s the same in GTM.

Teams try to “optimize” their way out of foundational problems... new tools, new templates, another training, another dashboard. It feels like progress, but nothing changes.

Why?

Because the real constraints require hard changes:

– Resetting positioning.
– Rebuilding pipeline generation.
– Fixing the mess in the CRM.
– Cleaning bad data.
– Replacing the wrong people.
– Stopping founder-led heroics.

None of that is fun, and it sure ain't easy. But, GTM gets healthy the same way people do... by being brutally honest about what’s broken and making the changes you’ve been avoiding.

The moment you stop treating symptoms and start fixing root causes, everything shifts.

Energy goes up.
Results go up.
Momentum comes back.

Losing 25 pounds didn’t change who I am, but it sure did remind me what happens when you stop negotiating with yourself.

GTM is no different. If you want transformation, it’s time to make the hard changes.

Top pic was last week, bottom pic 5 years ago.

It’s my birthday and all I can think about is how lucky I am to be alive.

7/27/24 changed everything. Every day since has been a gift.

Heading home from Tampa, hit head on at 60mph. I had minor injuries. Zachary was airlifted to the trauma center with a fractured spine, now has 10 screws and 2 rods holding him together.

All first responders told us it was a miracle ANY of us survived.  

This is my second birthday since, and it hits different. .

Today isn’t just another year older, it’s another year I almost didn’t get, another year with Zachary who fought through something no 13-year-old should have had to face, another year with Krystal who held us together when everything fell apart, another year to become a better person.

I’m blessed and thankful… for my family who means everything, for incredible business partners like Dale and Jake who I get to build with every day, for wonderful clients who trust me with the privilege of helping them grow their businesses.

The crash reminded me that nothing is guaranteed, tomorrow isn’t promised, the people and moments we have right now are all we actually have.

Every day since the crash has felt like borrowed time Like a second chance.

I’m grateful to be here for another birthday, another year, another day.

Every day is a gift. Don’t waste it.

The smallest things make a big difference in people’s lives.

A smile, a thank you, asking how someone’s doing, etc… Legit costs you nothing, but can make someone’s day.

I’m on a flight to LAX right now for a client meeting and gave each member of the flight crew a Starbucks gift card. Small amount, enough for one drink. 

The genuine smiles on their faces and the heartfelt thank yous warmed my heart more than it cost me in coffee. Trust me, cabin crew is mostly a thankless job. 

That’s just one example, but more importantly,  it’s the little things… smiling at people, saying thank you and actually meaning it, asking how someone’s doing and waiting for the real answer, recognizing effort even when it’s someone’s job, treating people like humans instead of transactions.

These small gestues cost nothing but they matter more than most of what we spend time and money on.

Took me a while to learn this, but the same applies in business: 

- Thanking your team for the work they do

- Asking how they’re really doing not just what’s in their pipeline, and meaning it 

- Recognizing the small wins not just the big deals

- Treating clients and prospects like people you care about not just revenue opportunities

People remember how you made them feel more than what you said or what you sold them.

The little things actually aren’t that little at all to the person on the receiving end. 

Be kind, say thank you, smile, ask how people are… and actually care about the answer.

I've hired enough people to know when someone's full of shit.

These 5 questions cut through the interview BS and reveal who's actually good at their job.

Most hiring processes are garbage, six interviews, three months of back and forth, personality tests, case studies... all to figure out what you could learn in 30 minutes if you asked the right questions.

I ask every candidate these five questions. 

1) "How did you find each of your past jobs?" Top performers get pulled by former bosses or referred by people who've worked with them before. If someone keeps getting recruited by people who know their work, that's signal. If every job came from applying cold on LinkedIn... that tells you something too.

Red flag: "I applied to hundreds of jobs and this one responded." That's not a bad answer for an entry role, but for experienced sales? Pass.

2) "What's your biggest achievement in each role? Give me numbers." Great candidates talk revenue, pipeline built, quota attainment, deals closed, churn reduced... actual metrics that matter. Weak candidates talk about "building relationships" or "improving processes" without any measurable outcome.

Red flag: Vague answers with no numbers, or they can't remember their quota or attainment. If you don't know your numbers, you're not a real seller.

3) "What was your lowest point in each role?" You want humility and ownership, not blame. The best people own their failures and tell you what they learned. "I lost a $500K deal because I didn't qualify hard enough early, learned to ask budget questions in the first call" is gold.

Red flag: "My manager sucked," "The product wasn't good enough," "Marketing didn't give me leads." If everything's someone else's fault, they'll blame you next.

4) "Why did you leave each role?" Look for consistency with how they found the next job. Did they follow a great leader? Chase a better opportunity? Want to solve a bigger problem? Or did they just chase comp every 18 months?

Red flag: Left every job after a year because "it wasn't what they promised" or "the comp structure changed." Pattern of blaming companies for why it didn't work out.

5) "Who were your last two managers and what would they say if I called them right now?" This is the truth revealer. When candidates know you might actually call, they get honest real fast. Great candidates light up because they know their former bosses would vouch for them. Weak candidates start hedging.

Red flag: "I wouldn't use them as a reference" or "We didn't really see eye to eye." If your last two managers wouldn't give you a strong reference, I'm not hiring you.

This framework does cuts through the rehearsed interview answers, reveals patterns across their career, shows ownership versus blame, gives you actual data on performance, and forces honesty because they think you'll verify everything.

Stop wasting months on hiring processes that don't tell you what you need to know.

Wanna know my secret to building a successful company?

It's not hustle or strategy. It's having a partner who keeps me balanced when everything else is chaos.

Everyone wants to talk about frameworks, tactics, growth strategies... and those things matter. But the real cheat code nobody talks about? 

Your support system.

For me, that's Krystal Jay!

She's my balance when work tries to consume everything, my grounding when I'm spinning on problems that don't matter, my reality check when I'm overthinking decisions. She keeps me focused on what actually matters beyond revenue and deals and growth.

Building a company is chaos, there's always another fire to put out, another problem to solve, another decision that feels urgent. Without someone who keeps you anchored to what's real, you lose yourself in it.

I can obsess about GTM strategy and client problems and scaling because I know she's handling everything I'm not. I can travel and work long hours because she's making sure our family doesn't fall apart. I can take risks because she's the stability that makes risk possible.

This isn't just about having a supportive spouse, it's about recognizing that your success isn't just yours. The person who keeps you sane, balanced, and grounded while you're building something... that's your ultimate competitive advantage.

If you're lucky enough to have that support system, don't take it for granted. 

Appreciate it, protect it, make sure they know how critical they are to everything you're building.

Krystal is my cheat code. I wouldn't be here without her.

What/who is your cheat code?

Inspired by Ned Arick

Another piece of tech isn’t going to increase your sales. 

Look at tech as HubSpot or Salesforce fields. 

For each one you add, one should be removed.

November is a scary time in sales.

Teams should be hitting 90% of annual quota. Most are sitting at 60%, and everyone's about to panic.

The holidays are closing in, year-end is staring you in the face, and leadership is looking at the forecast wondering how the hell they're going to hit the number.

So what happens? Companies start making desperate moves... fire underperforming AEs, slash pricing to close anything, throw hail Mary discounts at deals that should have closed months ago, panic hire replacements thinking new blood will save Q4.

None of this works.

The reality is that firing AEs in November doesn't magically fix your year, you're not going to hire someone better and have them productive before December 31st, and even if you could, the industry average is 40% quota attainment... so you're probably just hiring another 40% performer.

The quota was likely too high to begin with, your pipeline generation has been broken all year, your onboarding probably sucked so reps took 6 months to ramp instead of 3, and now you're shocked that November looks ugly.

Instead of panic moves that cost a fortune:

- Look at whether your quotas are realistic based on pipeline coverage and historical win rates. 

- Invest in developing your current team instead of churning through new ones. 

- Focus on improving year over year, not expecting miracles in the final 8 weeks.
 
- Build the foundation now so Q1 doesn't look like this mess all over again.

Slow and steady wins this race, not the rollercoaster of hiring and firing and desperate discounting as the clock runs out.

November is scary because it exposes all the problems you ignored in January.

Tomorrow is the day!

“24” was my show. Like legit, ask anyone who knows me and they'll tell you that Monday's from 8-9pm I was glued to my TV. 

Jack Bauer didn’t waste a second, didn’t overthink, and definitely didn’t miss. That’s the mindset I bring to sales.

So when I got asked to join Midnight to Millions, there was no hesitation.

24 hours.
24 speakers.
Zero fluff.

This isn’t another copy-paste virtual summit. It’s 24 straight hours of live, unfiltered conversations with people actually doing the work, not talking about it.

Real insights. Real operators. The kind of takeaways you can use IMMEDIATELY.

One day. One chance. Some of the best voices in the game.

Jack Bauer had 24 hours to save the world.

We’ve got 24 to make you better at selling.

I've got one of those hours 

Register at: https://lnkd.in/gkSdnusq 

See you there.

Sending 1000 cold emails a week isn’t top of funnel strategy.

It’s spam, and it’s destroying your brand while generating zero real pipeline.

Most companies think top of funnel is a volume game. More emails, more calls, more LinkedIn messages, more activity equals more pipeline. 

Wrong. You’re just burning your brand faster and teaching your market to ignore you.

Here’s what I see every day…

- “Hi [First Name], I noticed you work at [Company] and thought our solution would be perfect for you. Do you have 15 minutes to chat?”

- “Hey! Saw you’re hiring for [Role], that usually means you’re growing fast. Want to see how we help companies like yours scale?”

- “Quick question - are you the right person to talk to about [Generic Pain Point]?”

Zero research, zero relevance, zero reason for them to care. You’re one of 47 identical emails they got this week and they’re deleting yours without reading past the first line.

The problem everyone misses is that your SDRs are celebrating open rates and click rates like they matter. 

They don’t. Spam checkers and email preview tools inflate those metrics to meaningless levels, you have no idea if a human actually engaged.

The only metrics that matter are response rate and meeting rate. If you’re sending 500 emails and getting 2 responses that turn into 0 meetings, your top of funnel is broken.

Here’s how some of our clients do top of funnel the right way:

1) Research before you reach out. Know why you’re contacting this specific person at this specific company right now. Did they just raise funding? Hire for a role your solution supports? Post about a problem you solve? Expand to a new market? If you can’t articulate why NOW matters, don’t send it.

2) Personalize based on actual signal, not fake flattery. “I saw you posted about struggling with manual reporting” beats “I love your company’s mission” every single time. Reference something real they said, a problem they mentioned, a change in their business. Show you did your homework instead of mail merging their first name.

3) Lead with insight, not pitch. Give them something valuable before you ask for anything. Share a relevant framework, point out a blind spot in their current approach, offer a perspective they haven’t considered. Make your outreach worth reading even if they never take a meeting.

4) Keep volume realistic for quality. If your SDR is sending 200+ personalized emails a day, they’re lying about the personalization. Real research and customization takes time. I’d rather see 30 well-researched outreaches a day with 15% response rate than 200 spray-and-pray messages with 1% response rate.

Stop measuring activity and start measuring outcomes.

What I got is 100% NOT what I expected. 

Walked into a call this morning expecting it to go one way, and it went in a totally different direction. One that was better than I could have anticipated. 

Planned to chat about strategy for booking more speaking gigs (think RKOs, SKOs, etc...) - this is a huge focus for me in 2026. While we did talk about that, I also left with a WORLD CLASS coaching lesson on business and life in general. 

Top takeaways:

1) Stop what you would not start. If you would not take it on as something new now, find a way to extricate yourself from doing it at all. This tied to a 2x2 matrix of what you enjoy doing versus not, and what is high impact versus low. Goal is to be in the top right (high impact - enjoy).

2) Said / Heard / Remembered. What one says, versus what one hears, versus what one remembers is often very different. How do we get those to align.

I've always known Mike Simmons was a gem of a human being, but I'm telling you he should have sent me an invoice for the call this morning. 

Thanks for catching up friend.

Penny wise, pound foolish.

I see this all the time.

A CEO tries to save $10K/month by hiring someone who's never done this before instead of bringing in an expert who's built the motion a dozen times.

"We'll save money and they'll figure it out."

No, they won't.

Here's what actually happens:

6 months of trial and error. Countless strategy pivots. Your team spinning their wheels. Revenue targets missed.

And that "savings"? It evaporates when you factor in the cost of time, failed experiments, and missed opportunities.

I've worked with over a dozen companies in the past 18 months.

Helped two achieve significant "events." 

Have previously played a "real" role in helping drive an IPO. 

My partners... more of the same.

We don't come in to "figure it out."

We come in to build the motion, implement the strategies, and execute hands-on with you team to make sure your they get it right.

Time to learn and ramp eats up any cost savings, and experience compounds faster than you think.

Don't pinch pennies when it comes to bridging your GTM Gap™.

The companies that win are the ones who invest in expertise, not experiments.

DM me to learn more about how we can help.

AI doesn’t fix your broken GTM strategy.

It just accelerates the bad at scale. Now you’re failing faster with better technology.

Everyone’s throwing AI at their GTM problems like it’s magic, thinking it’ll somehow fix broken processes, terrible messaging, and nonexistent strategy. It won’t. AI without strategy just automates your dysfunction.

We’ve worked with over a dozen companies on AI implementation and given multiple talks on using it properly, and the pattern is always the same… companies fall into the same trap thinking technology solves everything when really they’re just creating expensive automated chaos.

Here’s what the AI trap looks like:

- Your SDRs are using AI to blast 1000 personalized emails a day, but the messaging is still garbage and no one’s responding… you just automated spam at scale.

- Your AEs are using AI to write proposals, but they don’t understand the prospect’s actual pain… so now they’re sending perfectly formatted proposals that miss the point entirely.

- Your team spends 45 minutes crafting the perfect AI prompt to write an email that would’ve taken 10 minutes to write themselves… and the output still needs 20 minutes of editing.

You’ve got six different AI tools that don’t talk to each other, no one knows which one to use for what, and you’re spending more time managing AI subscriptions than you are managing your actual GTM motion.

AI doesn’t fix broken fundamentals, it amplifies them. If your strategy sucks, AI helps you execute that bad strategy faster.

Here’s how to use AI the right way in GTM:

1: Start with an AI Charter. Document what AI should and shouldn’t be used for in your organization. What decisions require human judgment? What tasks can be automated? What’s off limits? Without this, everyone’s just winging it with different tools doing different things with zero consistency.

2: Build Proper Governance. Who approves new AI tools? How do you ensure data security? What’s the approval process for AI-generated content that goes to customers? How do you measure if AI is actually helping or just creating noise?

3: Set Clear Objectives. What outcome are you trying to achieve with AI? “Use AI more” isn’t a goal. “Reduce time from lead to first meeting by 30%” is a goal. “Increase response rates on outreach by 15%” is a goal. Know what you’re optimizing for before you automate anything.

4: Crawl, Walk, Run. Start small with low-risk use cases. Maybe AI helps with research or email drafting for internal review. See what works, measure the impact, then scale to higher-stakes applications. Don’t go from zero to AI-generated customer-facing content overnight.

We’ve seen companies cut their sales cycle by 19% using AI properly, we’ve also seen companies destroy their brand by letting AI run wild without strategy.

AI is a tool, not a strategy.

If more people were kind, the world would be a better place. 

Flying to SFO today for work and the utter complete disregard people have for other humans is so disappointing.

Everyone makes mistakes. 

Hell, I make one at least daily. 

How you communicate when things go wrong is just as important as fixing what went wrong itself.

Mistakes happen. They are not intentional (hence the word mistake), someone misses a deadline, drops the ball on a follow-up, sends wrong information, makes a bad call.

The mistake itself rarely kills the relationship... the communication does.

This goes both ways.

If you made the mistake:

- Bad communication: Hide it, hope no one notices, make excuses, blame circumstances or other people, get defensive when called out.

- Good communication: Own it immediately, explain what happened without excuses, apologize clearly, outline how you'll fix it and prevent it next time.

If you discovered the mistake:

- Bad communication: Attack the person, make it personal, bring it up publicly to embarrass them, hold it over them for weeks.

- Good communication: Address it directly and privately, focus on the issue not the person, give them space to fix it, move forward once it's resolved.

The way you handle mistakes reveals character. 

Do you own your failures or deflect? 

Do you address problems constructively or destructively? 

Do you learn and move on or hold grudges?

Mistakes are inevitable in any relationship, business or personal. Communication determines whether they strengthen trust or destroy it.

Own your mistakes fast, communicate clearly about fixing them, and give others the same grace when they mess up.

The one thing I have no tolerance for....

And, almost every founder/CEO I work with feels the same way. 

Is laziness. 

The hard things are hard for a reason. 

If it was easy, everyone would do it. 

There is no time for excuses or laziness.

Don’t be the rep that calls to close a deal on Friday. 

Please, just don’t do it.

"Pipeline isn't being generated fast enough."

Me: "What are you doing to help them generate it?" 

Founder: "Isn't that their job?" 

Well, no wonder.

Had a call with a founder yesterday complaining about pipeline generation being too slow. In classic "tell me more" fashion, I started asking questions.

1) Me: What's being done to generate pipeline? 
Founder: Isn't that the job of the sales team?

2) Me: How is marketing helping? 
Founder: There's no marketing budget.

3) Me: How does sales prospect? 
Founder: I don't know, that's their job.

4) Me: What tools do they have? 
Founder: Existing customers and Google.

Well no shit pipeline isn't being generated. You've given your team nothing to work with and expect them to magically create opportunities out of thin air.

Here's what proper pipeline generation actually requires:

- A clear ICP so your team isn't wasting time on bad fit prospects. 

- Messaging that resonates so when they do reach out, people actually respond. 

- Tools to find the right people at the right companies at the right time (not just Google). 

- Marketing support creating content and inbound demand so sales isn't doing 100% cold outreach. Awareness is a thing, and is super-hard for sales to build via cold outbound.

- A process for identifying signal and timing so you're reaching out when buyers are actually in market.

You can't just hire salespeople, give them a laptop and a dream, then complain when pipeline is slow.

Here's the part founders hate hearing... building REAL pipeline takes time. Not fake pipeline where your CRM is full of "opportunities" that will never close, real pipeline with qualified prospects who have actual pain that your product can solve.

That takes research, it takes outreach with real personalization, it takes discovery to understand if there's actual fit, it takes nurturing relationships not just blasting emails, it takes marketing creating air cover so you're not completely unknown when you reach out.

You want pipeline fast? You'll get garbage. Spray and pray outreach, unqualified leads clogging your CRM, your team burning out chasing deals that were never real.

You want pipeline that actually converts? That takes investment in tools, marketing support, proper training, and time to build it the right way.

Stop blaming your sales team for not generating pipeline when you've given them nothing to generate it with, and stop expecting it to happen overnight when you haven't built the foundation to make it sustainable.

Buyers don't want to adapt to YOUR sales process anymore.

Hell, they never did.

If you're not meeting them where they want to be met, you're losing deals to companies that will.

GTM is changing the same way entire industries have been disrupted. 

- Blockbuster refused to believe people wanted streaming, they died while Netflix thrived. 

- Taxis thought people would always hail cabs on the street, Uber met them in an app. 

- Restaurants were stuck with legacy POS systems, Toast came in with cloud-based solutions that actually worked and now owns the market. 

The pattern is always the same... companies that adapt to how customers want to buy win, the ones that force customers into their old process die.

GTM is going through this exact disruption right now and most companies are playing Blockbuster, insisting everyone needs to talk to a salesperson, forcing buyers through your 6-step sales process, demanding demos and discovery calls when buyers just want to sign up and start.

Not everyone wants to talk to a person, not everyone should. This is where AI comes in with human in the loop.

Here's what the future looks like IMO:

- SMB: Fully AI, self-serve, sign up online... the OG PLG model, low touch high volume, buyers want to try it without talking to anyone, AI handles onboarding and support and upsells, human only if they ask.

- Mid-Market: AI assisted with human in the loop, buyers do their research, AI helps them understand fit and pricing, human steps in for complex questions and customization and closing, it's a blend not one or the other.

- Enterprise: Human led but AI assisted, these deals need relationship and customization and executive alignment, but AI accelerates research and proposals and contracts, humans close and AI removes friction.

The key is meeting buyers where they want to be met, adapting to their buying process instead of forcing them into yours.

Companies resist this because "our product is too complex for self-serve" (translation: we haven't simplified it enough), "our buyers need to talk to someone" (translation: we're scared of losing control), "AI can't handle our sales motion" (translation: we don't understand how to blend AI and human).

The companies winning? They've figured out some buyers want high touch, some want no touch, most want something in between... and they've built GTM that flexes based on buyer preference not sales team preference.

We have to embrace tech and meet buyers where they want to be, not where we want them. Adapt to their buying process, don't expect them to adapt to ours.

Those who don't adapt? We know what happened to Blockbuster and taxis.

The question isn't whether GTM will change, it's whether you'll be Netflix or Blockbuster when it does.

taplio

Adam Jay 's Linkedin Analytics

Adam Jay ♾️

Performance ScoreAdam Jay ♾️'s LinkedIn Performance

What is Adam talking about?

Who is engaging with Adam

Adam Jay ♾️'s Best Posts (last 30 days)

Ready to grow your LinkedIn presence?