Daniel Harrison is a revenue and strategy leader with more than twenty years building and leading commercial teams across technology, data, and media. He has scaled companies, structured the deals that accelerate the trajectory, and helped take businesses to exit. An engineer by training and a commercial operator by choice, he sits credibly with both the people who build the technology and the people who have to market and sell it.

That track record includes scaling a technology business from roughly $10M to $35M+ ARR, leading the transformation of a large data and audience business into a $200M acquisition by Oracle, repositioning an AI/ML context company toward an ~$18M Series B led by Intel Capital, and catalyzing the exit of a GenAI video company to Magnite.

The work spans the commercial problems companies cannot easily solve from inside: structuring the deals that decide the outcome, finding go-to-market and product-market fit, scaling revenue under pressure, and building the team, the incentives, and the culture that make it last. It runs across technology, data, and media, at companies from pre-revenue startups to large public companies.

Background

He holds a BS in Electrical and Computer Engineering from the University of Wisconsin–Madison, where he serves on the College of Electrical and Computer Engineering Advisory Board, and an MBA from NYU Stern, where he advises the Innovation Venture Fund and Entrepreneurial Institute.

The X

The X is the crossing point. It is where the technology, the commercial reality, and the human consequence meet, and where the value comes from holding all three at once instead of one at a time. That is the work, and in the most literal sense it is solving for X: the variable a company has not yet cracked, whether the client is a founder, an investor, or an institution deciding what to bet a decade on.

I didn’t arrive at this vision and philosophy quickly, or on my own. My father came out of Bell Labs and spent his career turning invention into things people could use, from the barcode scanner to laboratories that flew in space. My mother helped finance and build some of the earliest internet music and media businesses, when turning technology into something people would actually pay for was still unproven. They were among the first generation of technology venture builders. I grew up around that work, around the ambition, and around the failures it took to make any of it real, which is why the gap between what is technically possible and what the world will pay for is the problem I find most worth solving.