I spent two years as Co-Founder and COO of Breasy, an exterior-maintenance marketplace connecting property managers with the local providers who actually do the work. The title was COO, but the honest description is that I was responsible for making the company run: the people, the operations, and the growth.
Running the operation
A marketplace only works if the work actually gets done, on time and at quality, across every market. I led fulfillment operations with a distributed team of 10 offshore employees, turning a messy, manual coordination problem into a repeatable system. That is the unglamorous core of a service marketplace. Someone has to own whether the job actually happens, and for two years that was my team and me.
Leading the product team
I also led the product team that built the platform: a designer and three developers. My job there wasn't to write every line. It was to set direction, make the calls on what we built and what we skipped, and keep a small team shipping fast enough to keep pace with the business. The deep technical story of what we built has its own post.
Owning growth
And I owned go-to-market: positioning, pricing architecture ($995 to $9,995 bundles), landing pages, onboarding, and paid campaigns across Google, Meta, LinkedIn, and YouTube, all measured against activation and ROI rather than vanity metrics.
What changed
We served 250+ providers completing 10,000+ jobs a year across 10 markets. Revenue doubled from $1M to $2M ARR, close rate went from 50% to 70%, quote turnaround dropped from 7 days to 5, and automation cut coordination time 60%.
The throughline is the job I actually love: being the operator who holds the whole thing at once, the people, the product, and the pipeline, and makes them move together. That's the reason OhDavid exists.
By the numbers
- Led fulfillment: distributed team of 10 offshore employees
- Led product: 1 designer and 3 developers
- 250+ providers, 10,000+ jobs/year across 10 markets
- Revenue $1M → $2M ARR, close rate 50% → 70%
