Our Team
Graylinc was built on a simple belief: the best consulting work happens when the people doing the thinking are the same people doing the work. No handoffs. No junior teams. No distance between the partner who sold the engagement and the person who delivers it.
When you work with Graylinc, you work with us.
Stephanie Roberts
Stephanie brings 25 years of commercial leadership experience across pharmaceutical, biotech, and specialty healthcare — including sales, marketing, and operational roles at Eli Lilly, Allergan, Merz Therapeutics, and Merz Aesthetics. She has built and led commercial organizations, navigated complex market launches, and coached individuals and teams to performance levels that most organizations only put in their strategic plans.
She has been awarded President's Club five times — not as a personal achievement, but as a consistent indicator of what happens when the right commercial infrastructure meets genuine leadership. Her reputation for mentoring others to their own President's Club wins is the part of her track record she is most proud of.
Stephanie holds an Executive MBA from the Kellogg School of Management at Northwestern University. Her work at Graylinc draws directly on her experience inside some of the most commercially sophisticated organizations in life sciences — and on what she learned watching those organizations succeed and fail at the same problems her clients are navigating today.
Her commitment to meaningful work extends beyond client engagements. Stephanie serves on the boards of the Uweza Foundation, which supports the basic needs of families living in the Kibera community in Nairobi, Kenya, and SEAL (Social, Emotional & Academic Learning) School, a specialty learning environment for children with autism in the Research Triangle.
Henry “Hap” Proesel
How We Work Together
Stephanie and Hap bring complementary but distinct perspectives to every client engagement. Stephanie's deep pharmaceutical and life sciences commercial leadership experience gives Graylinc credibility and pattern recognition inside highly regulated, relationship-driven industries where most consultants are guessing. Hap's cross-industry systems thinking and revenue architecture background gives Graylinc the ability to see what the people inside an organization have stopped seeing — and to build the infrastructure that fixes it.
Together, the practice operates the way the best consulting relationships always have: two experienced principals, directly engaged, genuinely invested in outcomes, and honest about what is actually causing the problem.
Hap leads commercial strategy and revenue operations engagements for Graylinc clients across building materials, renewable energy, industrial manufacturing, specialty pharma, and medical devices. His work sits at the intersection of GTM architecture, forecasting, revenue intelligence, CRM infrastructure, and the organizational design that determines whether a commercial strategy actually executes or quietly dies between the boardroom and the field.
He has spent a decade working directly with founders, CEOs, and VP-level leaders as an independent operator — without a large firm's brand, without a team to absorb the work, and without the distance between strategy and execution that makes most consulting engagements easy to ignore. Every system he builds has to work without him. That constraint shapes how he thinks about everything.
Before co-founding Graylinc, Hap worked across financial services, investment analytics, and algorithmic modeling — building the quantitative foundation that underpins his approach to forecasting and decision intelligence. He holds a B.A. in Psychology from Georgetown University and is pursuing graduate work in behavioral psychology. That lens — the study of how environment and incentives shape what people actually do — is not incidental to his consulting work. It is the foundation of it.
He coaches youth soccer, builds things with his hands, and has spent years advocating for his son alongside Stephanie — navigating the systems that were supposed to serve their family and building new ones when they did not. That experience is present in every engagement where the diagnosis is not a people problem, but a system that was never designed for the people it was supposed to serve.