General Manager

Context

First non-founder business hire on Jane's business side (1st non-engineer). At the time of hire, Jane was raising a Series A at $10M valuation. By the end of Tim's GM tenure, Jane was raising a Series C at $600M valuation.

Territory: Colorado, Nevada, and New Mexico — three of the most crucial early cannabis markets.

Uber-model GM = de facto CEO of the local markets. Primary mandate: sell. Beyond selling, Tim reframed how Jane sold its e-commerce software — both by pushing product enhancement ideas from field signal (the first thing he demanded from product was attribution analytics for marketers) and by rebuilding the presentation strategies the rest of the sales team went on to inherit. That product-and-pitch influence is what got him promoted to Head of Data Growth.

Numbers

• #1 salesperson at Jane, by far, throughout the GM role — held the top spot until being pulled onto new product lines. (Prior drafts of the codex claimed a specific dispensary-count percentage; Tim's preferred framing is "#1 by far" because the exact percentage would need independent verification.)Sales
• Sales in ~15 months — Tim held the sales-focused portion of the GM role for roughly 15 months before being pulled onto new product lines.Sales
• Started including him on VIP / whale sales calls outside his territory because of demonstrated close rate.SalesManagement
• Concurrent with sales work, Tim was completing his EMBA at Quantic School of Business & Technology.Strategy

How Tim got the job — the GLG payoff

Jane's CEO had been a GLG client when he was at McKinsey and Tim ran FBS. Tim gave him tough love on an engagement (the same pushback muscle that made his reputation at GLG); the client took the correction, delivered a strong outcome, and kept an eye on Tim's career. When he later founded Jane Technologies, he came back to recruit Tim as GM.

What drew Tim to Jane's thesis: reconciling POS system data back to a curated master catalog, so Jane could normalize product data and populate content for retailers automatically. Tim saw not just an e-commerce play but adjacent opportunities in data, advertising, and new lines of business — the exact playbook that later unfolded.

Awards

• Long Distance Runner (Jane 2019) — longest deal cycle, most curveballs, most difficult RFP.Sales
• Whale Hunter (Jane 2018) — consistently landing enormous brands with large ARR.Sales

Interview-safe stories

• "#1 salesperson at Jane, by far." The single-sentence version of the record. Ask Tim for the playbook: territory design, deal discipline, RFP navigation, product-influence loops.SalesStrategy
• "Tough love that becomes a job offer." The direct causal line from Tim's GLG pushback to Jane's CEO recruiting him.SalesManagementStrategy
• "$10M to $600M on my watch." Not a claim of causation, but a claim of correlation — Tim was in the room when Jane's valuation went 60x.StrategyFinance
• "Attribution analytics was the first thing I demanded from product." Reframed how Jane sold its e-commerce software — product enhancement ideas from field signal, plus presentation strategies the rest of the sales team inherited.ProductSalesGTM
• "EMBA while doing this." Discipline signal.StrategyManagement

Skills exercised

Enterprise sales, territory ownership, product influence from field signal, cross-functional work with founders and engineering, VIP account handling, sales leadership under executive scrutiny.