DarkSwell grew out of years spent working inside and alongside eight-figure businesses across marketing, sales, customer service, analytics, websites, automation, customer acquisition, and operations. That breadth gave me a useful view of how the different parts of a business connect, but the most valuable part of the experience was being able to work closely with owners, founders, and visionaries while also spending time with the people responsible for running the business day to day.

I was often hearing the problems directly from the owner, understanding how they saw the business, and then sitting down with general managers and department managers to understand what they were seeing from their side. Those conversations helped me see where perspectives aligned, where they conflicted, and where important information was getting lost between departments. The same issue could look completely different depending on whether you were looking at it from ownership, management, sales, marketing, customer service, or operations.

What made that experience especially valuable was being able to carry those conversations into execution. I could take a business problem or operational constraint and translate it into something tangible: a website change, a CRM adjustment, new automation, different marketing copy, a revised customer journey, better tracking, a sales process change, or a different way of presenting the information back to leadership.

Over time, I was able to watch decisions made at the top move through the company and see how they affected marketing, sales, operations, customer experience, and revenue. Something that appeared to be a marketing problem from one perspective could turn out to be a sales issue, an operational constraint, a process breakdown, or the downstream effect of a decision made several steps earlier. In other cases, the owner, general manager, and department manager might all be looking at the same issue through different sets of numbers and reaching different conclusions.

At the same time, I was working inside those systems myself. I’ve sold six-figure individual products, presented to corporate CEOs and federal agencies, spoken as a keynote, and worked trade show floors in Las Vegas mic’d up ShamWow-style. I’ve worked directly with customers, inside sales processes, behind the dashboards, and within the operational systems responsible for delivering what was sold.

That combination gave me a perspective I kept coming back to. Most business problems do not live neatly inside one department, and the individual reports rarely tell the whole story. A campaign can look successful while sales struggle. Traffic can increase while conversion declines. Leads can enter the CRM and disappear during follow-up. One department can improve its numbers while creating a problem somewhere else in the business.

The data in each system may be accurate, but it can still be incomplete when viewed on its own. I became increasingly interested in the connections between those systems and in understanding what happens where customer behavior, marketing, sales, operations, leadership decisions, technology, and revenue intersect.

That became DarkSwell.

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