My story - The short version
I've spent 30 years in business leadership — the last several as CEO of both private and public companies, including one I built through a Nasdaq IPO. Before that, senior leadership roles overseeing large, multi-site operations, and earlier stops that gave me a real feel for both operational discipline and how to build something people actually want to be part of.
What that actually means for you
I'm not a consultant who read about scaling. I've run the P&L, sat across from the board and made the calls when a market, a team, or an entire operating model wasn't working. I've had to fix things I didn't build, defend decisions I did make and coach leaders through exactly the kind of growing pains your business is probably in right now.
There are patterns I've seen play out again and again: a business puts up strong numbers and one weak spot quietly hides underneath them, until it doesn't. Or prior success that isn’t repeated because processes are faulty or leaders are using an approach that no longer gets traction. Fixing these gaps isn't about a better dashboard. Solving these challenges is about knowing where to look, having the credibility to say the hard thing and following through until the fix actually holds.
That's what I bring into a fractional engagement: not theory, not a framework I'm testing on your business. I’ll partner with you and provide a real operator's eye, applied to your specific problem.
Beyond the operating side
I also write, speak, and coach on leadership itself — the human side that doesn't show up in a KPI dashboard: values-based leadership, culture, communication, and the kind of vision that actually holds a team together under pressure. I believe the two are inseparable. Operations without values-based leadership is just a machine. Leadership without operational discipline is just good intentions.