Page Sands
I'm a GTM operator. I've spent 15 years building revenue systems at B2B SaaS companies, from venture-backed startups to publicly traded enterprises. Now I do it as a fractional GTM operator for B2B SaaS companies entering a new category or moving upmarket that need senior GTM execution without a full-time VP hire.
From web developer to GTM operator
I started as a web developer, the first one the Naval Academy had for USNA.com. I stayed technical through grad school abroad, then joined R2integrated, a 25-person digital agency in Baltimore.
That agency won Microsoft preferred vendor status for Office 365. The night Microsoft's BPOS customers went to bed and woke up on Office 365, my team had planned the transition: strategy, communications, analytics, scoreboarding. That engagement grew into work across Office 365, Cloud & Enterprise, Power BI, SQL Server, Enterprise Mobility, and Microsoft Learning, and a decade servicing Microsoft from the west coast.
A small Baltimore agency serving the enterprise big time taught me the lesson I still run on: businesses are systems.
When the loop works, it builds value over time. When one piece is missing, the whole thing stalls. I carried that lesson through GTM leadership roles at high-growth startups and mid-market software companies, and it is the foundation of how SandsDX works today.
A solo operator with a full staff
SandsDX runs on the same kind of system I build for clients. Seven agents operate this business, each with a defined lane, written operating rules, and a clear point where they escalate to me. Nothing goes out the door without my approval. When you hire me, this staff comes with me.
Watson
Chief of Staff
Triages, plans, delegates to the specialists, and runs the morning brief off the CRM. The front door for everything.
Basil
Scheduling
Books meetings over email, working the thread like an executive assistant.
Boone
Market analyst
Watches where the AI GTM market is heading, mines the research, and turns the signal into what to write and why now.
Beckett
Writing
Drafts perspectives in my voice, from real work. No invented metrics.
Crusoe
Prospect research
Account teardowns: how a target’s buyers actually encounter it across search, AI answers, and social.
Holmes
Analysis
CRM exports, funnel data, and keyword pulls. The quantitative core of the Sprint.
Franklin
Deals
Owns the CRM, tracks follow-ups, and keeps the pipeline honest.
Building in public
bravenger
A company brain template that reinforces strategy, alignment, and governance for AI-native organizations. Same conviction behind my GTM work: the fragmented context killing your AI output is the same fragmented context killing your team's alignment. Bravenger gives every agent and every hire one source of truth.
bravenger.comExperience
Oleria
Evolved GTM systems with an emphasis on signal-based selling and measurement at a Series A identity security company.
Drift
Scaled demand generation during the conversational marketing category creation. Pipeline architecture and revenue operations at growth stage.
Avalara
Marketing leadership to set stage for IPO at a tax compliance SaaS. Multi-product, multi-segment GTM.
Blackbaud
Enterprise SaaS marketing across nonprofit vertical. Complex buying committees, long sales cycles.
ConnectWise
Executive digital marketing leadership at MSP/IT management software platform.
Microsoft (agency side)
Won preferred vendor status for Office 365 at R2integrated. Led digital strategy for the BPOS-to-Office 365 customer transition, with engagements across Cloud & Enterprise, Power BI, SQL Server, Enterprise Mobility, and Microsoft Learning.
Each company taught a different piece of the GTM puzzle. The through-line: building systems that produce pipeline, not just activity.
Point of view
The buying decision has moved inside AI. Buyers research, compare, and shortlist before sales is ever involved, and most go-to-market motions still run the funnel that worked five years ago. Closing that gap is the work.
Visibility scores tell you nothing on their own. A high score on your own brand name is table stakes, because buyers searching your name have already found you. The gaps that kill pipeline show up earlier, at the category and solution stage, and they differ by persona. A CFO asks different questions than a practitioner. That's why I map AI visibility by persona and journey stage instead of producing a number.
Most growth-stage companies hire a VP Marketing too early and an AI GTM engineer too late. They end up with strategy decks and no infrastructure, or automation and no strategy. The companies that win build both at the same time.
GTM is a system, not a department, and AI doesn't replace that system. It makes each piece faster and cheaper to operate. A 3-person GTM team with the right AI infrastructure can outperform a 10-person team running manual playbooks. I've seen it. I architect it.
How I work
I embed 20 hours/week as part of your leadership team. I assess AI readiness, define the requirements (Clay workflows, signal-based prospecting, content systems, sales enablement), and lead the build with your RevOps team. Tool, license, and build costs are scoped separately based on your stack. Then I operate the infrastructure alongside them until you're ready to run it yourselves. Delivery is agent-informed: I bring my own AI research, messaging, and analysis agents, so a half-time operator produces full-time output. Limited to 3 concurrent engagements.
Ready to talk?
Thirty minutes on your go-to-market. You'll leave with a clear read on where the system is failing and what it would take to fix it.
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