I'm an operator, not an advisor. I've run the operating lifecycle, not just consulted on it — and I bring Fortune 500-level rigor to companies that can't yet justify a full-time executive hire.
You work with me. One point of accountability, not a rotating cast of consultants.
They fail because the operational infrastructure never caught up to the growth — founder-led everything past the point where that's sustainable, no management layer, no repeatable go-to-market motion, no real visibility into what's actually working.
That's usually the moment a board asks a hard question, a key executive leaves, margins start slipping, or a raise is coming and the numbers don't hold up under diligence. By the time it's visible from the outside, it's already been a problem on the inside for a while.
Most of my work happens in the second and third stages — where the chaos is real but a full-time C-suite hire isn't the right answer yet. Not sure where you land? Let's talk.
I'm not a consultant who hands you a deck and disappears.
Fixed monthly retainer, not a billable-hour meter. It removes the misalignment that comes with hourly billing — I'm not incentivized to make problems take longer, I'm incentivized to solve them.
You get Fortune 500-level operating discipline without the fully-loaded cost of a full-time executive — while you're still at the stage where that hire doesn't pencil out yet, and without building an internal team from scratch if scope expands temporarily.
Most engagements stay exactly the size they start at — one operator, one point of accountability, direct execution alongside your team.
Some don't. One example: digital transformation work — evaluating, selecting, and managing the implementation of the business systems a company needs to actually modernize. That can mean project and program management, front-end and back-end development, UI/UX. When an engagement calls for that kind of build-out, I bring in vetted specialists from my own network, working under my direction inside the same engagement structure. You still have one person accountable for the outcome.
That's one example of how the scope can expand, not the limit of it. The specifics depend on what the engagement actually needs.
This section needs real material before this site goes live: an anonymized case pattern, a named client quote with explicit permission, or a defensible results range you've confirmed. Nothing here is invented — that's intentional.
A year ago I was laid off from an SVP role at a major consulting firm. I rebuilt from zero and built this practice on the same instinct that's run through my whole career — don't accept the status quo as the answer, figure out what's actually true, and build something that works.
I've spent my career connecting dots across SaaS, Healthcare, Healthcare Tech, Financial Services, and Insurance — pattern recognition across industries most operators treat as separate silos. That's the edge. Not depth in one lane. The ability to see what's actually happening across all of them at once.
I work with founders who can delegate, who don't already have full-time operational leadership in seat, and who are evaluating fit — not just negotiating rate.
If that's you, let's talk.