I’ve spent my career inside growing companies while they were figuring things out in real time. I’ve worked in environments where decisions carried consequences and execution mattered.

I work with CEOs, founders, and investors who know the business needs to change and want help making that change happen.

21 Years in One Company. But Not One Role.

I spent 21 years inside a consumer analytics company as it moved through multiple stages of growth.

The business began as a project-based firm, developed a bundled services model, transitioned into SaaS, scaled through several growth phases, and prepared for private equity investment. I stayed through each stage and held different roles as the company evolved, including operations, client delivery, internal transformation, and Chief of Staff.

The problems changed. The constraints changed. The stakes changed.

That kind of continuity across change shapes how you see transformation. It happens while the business is running.

Inside Operator. Outside Partner.

Inside the company, I led initiatives tied directly to performance. I rebuilt onboarding and retention when growth outpaced structure. I stepped into teams under strain. I worked with leadership groups to make decisions and follow through. I restored clarity when priorities blurred and execution slowed.

Alongside that internal work, I partnered directly with CEOs and executive teams across industries. The work focused on translating strategy into execution, navigating resistance, and managing the downstream effects that surface once change is underway.

Range of exposure.

Over the years, I’ve worked with more than a thousand organizations, from early-stage companies to global enterprises. That work includes companies such as Tesla, Walmart, FedEx, Marriott, Ford, Bass Pro Shops, Humana, Quest Diagnostics, CBRE, and public-sector organizations including the City of Philadelphia.

I’ve seen teams execute with consistency. I’ve seen others stall under misalignment, unclear ownership, and uneven follow-through. There are patterns in both.

Built for the Work, Not the Spotlight.

I help leaders transform underperforming operations.

The situations are familiar: leadership teams pulling in different directions, execution that varies week to week, decisions that linger, and organizations that stay active without moving forward. My role is embedded and hands-on. The focus is stabilization, operational rhythm, and rebuilding the systems and behaviors that support sustained performance.