Over the past two decades, Scott has been recruited into organizations during periods of growth, transition, or commercial instability to rebuild and lead go-to-market and commercial functions. This has included private equity–owned companies preparing for sale, venture-backed companies scaling enterprise revenue, and enterprise business units redefining their market position.
In each case, the work involved establishing commercial clarity, restoring execution discipline, and building the internal structure required to support sustained revenue growth.
Most recently, Scott has spent the past four years taking AI solutions to market and operationalizing AI inside GTM functions, developing a practical understanding of where speed is gained, where it’s lost, and how momentum is actually created.
Scott's personal passions revolve around family, friends, food, and fidelity to fellow humans.
Since 2023, Scott has been advising founders, executives, analysts, consultants, and go-to-market leaders through Flame Point Advisors, providing focused, hands-on guidance across positioning, planning, and execution decisions.
Scott led the creation and development of branding, messaging, advertising, and channel development for a first-to-market AI health and wellness consumer app. The strategy targeted consumers directly, as well as independent healthcare providers and accountable care organizations within a B2B2C distribution model.
Scott's work focused on brand development and user acquisition frameworks. The work included launching a multi-channel acquisition engine from scratch, spanning paid, owned, referral, and organic channels (ASA, ASO, SEO, social, and influencers.)
After initially joining the organization as Chief Marketing Officer, Scott was promoted to Chief Commercial Officer to assume direct ownership of the B2B machine learning (ML)/ AI business during a critical scale and operating phase. Scott took ownership of end-to-end commercial performance, with Sales, Marketing, Customer Success, Sales Operations, and Professional Services reporting to him.
The mandate was explicit: improve bookings performance, restore pipeline discipline, and introduce forecasting rigor while the business scaled. Scott led the full commercial organization and realigned GTM execution across pricing, pipeline management, account coverage, and operating cadence, with direct accountability for bookings, expansion, and forecast accuracy.
Scott was recruited to ClosedLoop as Chief Marketing Officer to design and build the go-to-market function for a healthcare AI company during a period of rapid growth and increasing market visibility. The mandate was not incremental improvement, but the creation of a modern, revenue-aligned marketing organization capable of supporting enterprise sales, pipeline growth, and long-term scale.
This role required building new core GTM functions from the ground up. Scott defined structure, budgets, roles, processes, and performance metrics across Demand Generation, Product Marketing, and Marketing Communications, establishing the operating foundation that later supported full commercial scale.
Scott was recruited to Edifecs following a private equity acquisition to streamline and modernize Marketing during a period of portfolio integration and increased operating discipline. The mandate was to unify brand, positioning, and go-to-market execution across multiple recent acquisitions while rebuilding Marketing as a revenue-aligned function capable of supporting enterprise-scale selling under PE ownership.
The work focused on eliminating fragmentation created by a complex product portfolio, limited brand impression and product awareness among the customer base. Unifying the brand, the product story, restoring clarity across the portfolio and sales motion, and establishing accountability between Marketing investment and pipeline outcomes were core objectives.
Scott was recruited by new private equity ownership to join a newly formed Executive Leadership Team and build a modern, in-house Marketing organization aligned to aggressive growth goals and increased operating discipline. The mandate was to replace an outsourcing-heavy model with a scalable internal function, improve pipeline contribution and visibility, and align GTM execution with Sales and financial performance in advance of a successful company sale.
The role required simultaneously building capability, tightening execution, and improving efficiency, while operating within clear PE expectations around ROI, margin discipline, and EBITDA performance.
Scott was promoted, post-acquisition, into an Executive Leadership Team role to help establish and scale a newly formed Cognizant GTM team focused on risk-bearing health systems and Provider-Owned Plans (POPs). The mandate was to design and execute portfolio and product marketing for complex provider markets while supporting a strategic enterprise sales organization operating across long buying cycles and multiple stakeholders.
In this role, Scott served as Head of Product Marketing and acting Head of Marketing for the Revenue Cycle Management business unit, with responsibility for marketing strategy, product marketing, demand generation, digital programs, and sales enablement.
Scott led product marketing for TriZetto’s Revenue Cycle Management solutions, with responsibility for go-to-market execution, demand strategy, and sales enablement across a complex, multi-product provider portfolio. The mandate was to improve revenue contribution, pipeline quality, and operating efficiency by tightening GTM execution and strengthening coordination between Marketing and Sales - specifically, top of pipe sales development.
The role owned increasing the value and speed of revenue rather than raw lead volume, requiring disciplined funnel management, clearer handoffs, and more effective enablement across the opportunity lifecycle.
Scott was onboarded to TriZetto in 2013 to manage a product portfolio consisting of specialized and enterprise products necessary for a variety of core health plan administrative functions. These products included first-of-their kind Value-Based Care (VBC) and care management solutions designed to support greater collaboration and shared risk between payers and providers.
Scott joined McKesson during what was not only a pivotal time in the company's history, but a transformative era for U.S. Healthcare. Meaningful Use, EHR adoption, Value-Based Care (VBC), and Alternative Payment Models (APMs) formed the backdrop against which Scott honed critical GTM skills through research, campaigning, experimentation, product management, deep customer and market participation, and direct involvement with legislators and healthcare professionals.
