Research Manager & Team Lead, Financial & Business Services

Context

Started as an individual contributor, quickly promoted to Research Manager & Team Leader running the Financial & Business Services (FBS) niche. The team connected Big Three management consultants (McKinsey, Bain, BCG) to vetted, conflict-checked expert resources on niche financial and business topics.

Numbers

• +128% quarterly revenue growth on the FBS team over 15 months.SalesManagementStrategy
• Grew FBS quarterly revenue to over $1.8M/quarter.SalesManagement
• Team composition: Research Managers and Research Associates, most fresh out of college.Management

Why GLG (Tim's own framing)

Tim took the GLG job in Austin for two explicit reasons:

1. Expert-network learning. After CyberSpa's collapse, Tim wanted to understand how businesses find specific expertise. Thesis: if CyberSpa had known someone who had successfully done a licensing deal with Staples before, the handshake deal to 1,400 stores might have survived. GLG was the perfect place to learn that skill. 2. Change of scenery + Austin startup optionality. Austin was growing fast; Tim knew it would be a dynamic startup city if he returned to startups.

Signature moves at GLG

• Pushed back on impossible client requests with a reputation-making reflex. Canonical example: a Big Three client asked for former "Chief Innovation Officers" at Netflix and Tesla — neither company had ever had one. Tim's willingness to say so (with data) is what the C-suite at Jane later came to trust him for.
• Built a bespoke learning module for the FBS team so associates could develop real expertise in niche finance & business topics — the same "system, not headcount" instinct from Brown Advisory.
• Authored the SOPs the team had previously lacked, standardizing how associates served Big Three clients.
• Key decision-maker on GLG's Consultations platform — the new self-serve customer-facing product that let Big Three consultants book expert time directly. Worked alongside Engineering on requirements, workflow design, and rollout to the FBS niche.

Interview-safe stories

• "How did you grow FBS 128% in a year?" — Custom curriculum, pushback discipline, alliance strategy across Big Three account teams. Ask Tim to walk through.SalesManagementStrategy
• "Chief Innovation Officer at Netflix" — the pushback story. Uses a real, verifiable example to demonstrate Tim's client-service courage. Great answer to "tell me about a time you told a customer no."SalesManagement
• The Jane connection. One of Tim's GLG clients was Jane's future CEO (then at McKinsey). Tim gave him tough love on an engagement; the client took the correction, delivered a strong outcome, and remembered Tim years later when starting Jane Technologies. Direct causal line from GLG behavior to the Jane job offer.SalesStrategy
• GLG Consultations platform. Tim was a key decision-maker on the new self-serve customer-facing product, working with Engineering on requirements and rollout.ProductStrategy

Skills exercised

People management, SOP authoring, custom training program design, P&L ownership at the niche level, delegation according to skillsets, 1:1 performance reviews (bespoke monthly-huddle plans balancing growth areas with highlight examples), requirements gathering for internal tooling.