The Story

Four decades at the intersection of technology and revenue.

For nearly four decades, I’ve worked at the intersection of technology, engineering, and enterprise revenue.

I’ve had the privilege of helping some of the world’s most respected technology companies grow — from early-stage innovators to global enterprises.

One lesson has remained remarkably consistent: great technology rarely fails because of engineering. It fails because organizations struggle to translate technical innovation into enterprise business value.

That realization became the foundation for Square Parallel.

Today, I work alongside founders, executive teams, and investors to build the enterprise revenue capabilities that transform promising products into scalable companies.

The Record

01 — Perspective

Experience that shapes my perspective

Led technical sales and sales engineering organizations across startups and Fortune 500 companies.
Managed organizations of more than 200 technical professionals.
Interviewed and hired hundreds of Account Executives, Sales Engineers, and technical leaders.
Helped build and coach technical revenue teams responsible for billions of dollars in enterprise business.
Worked with founders, executives, customers, partners, and investors across cloud, cybersecurity, infrastructure, AI, networking, and enterprise software.

While every company is different, the challenges are often remarkably similar. Scaling revenue is rarely a product problem — it’s usually an organizational one.

02 — Origin

Why I started Square Parallel

After decades leading enterprise technical organizations, I realized something important.

Early-stage founders often receive excellent advice on fundraising, product development, and engineering.

Far fewer have access to experienced guidance on building an enterprise revenue organization.

Yet enterprise revenue is what ultimately determines whether a great technology company becomes a great business.

Square Parallel was created to bridge that gap — not as another consulting firm, but as an embedded executive partner focused on helping technical companies build repeatable enterprise growth.

03 — Approach

What I bring to every engagement

Strategic perspective

Understanding how founders, executives, investors, buyers, and technical teams make decisions — and aligning them toward enterprise growth.

Operational experience

Building go-to-market motions, Sales Engineering organizations, hiring strategies, technical discovery frameworks, and customer engagement models that scale.

Executive judgment

Knowing not only what to do, but when to do it — and equally important, what not to do.

04 — Fit

The companies I work best with

AI companies
Enterprise software startups
Seed through Series B organizations
Venture-backed technology companies
Technical founders building enterprise go-to-market capabilities

Especially those preparing to move beyond founder-led sales into repeatable enterprise growth.

What I Believe / Beyond Strategy

WHAT I BELIEVE

The convictions behind the work.

Technology doesn't create enterprise value. People do.
Products don't close enterprise deals. Organizations do.
Founders don't need another consultant. They need an experienced partner who has built revenue organizations, hired exceptional teams, navigated enterprise buying cycles, and understands the realities of scaling a technical business.

BEYOND STRATEGY

Strategy that gets executed.

I don't believe in delivering a slide deck and walking away.

I prefer to work alongside leadership teams, helping them make better decisions, build stronger organizations, and create sustainable enterprise revenue.

Because the best strategy is the one that gets executed.

Albert Altino