Where I Tend to Be Most Helpful

I work with businesses at operating inflection points, where growth is real, but execution has not fully caught up. As companies grow, unclear decisions, misalignment, and systems strain can quietly slow execution and erode margins.

My focus is on helping teams put the right people, systems, and discipline in place, so growth is sustainable.

How I Help Teams Work Better Together

I focus on simplifying how the business runs and helping leaders align around clear priorities and expectations.

✔ Clarifying who owns decisions and outcomes.

✔ Aligning sales, operations, and financial expectations

✔ Establishing consistent operating rhythms, metrics, and accountability

✔ Reducing reliance on individual heroes and building more depth across the team

The goal is not transformation for its own sake, but repeatable execution.

What Improves When Operating Discipline and Execution Stabilize

This work is most relevant for businesses in the $20M–$100M revenue range navigating growth or change.

When operating discipline and execution stabilize, businesses typically see:

✔ Stronger margin quality and operating leverage

✔ More predictable execution and forecasting

✔ Better alignment across leadership and functional teams

✔ Greater readiness for the next stage of growth or ownership

In many cases, these improvements are evident as meaningful EBITDA improvements over a 2–3 year period, driven by better discipline rather than short-term cost-cutting measures.

When This Kind of Support Is Usually Needed

• After an acquisition or capital event

• Before scaling aggressively

• When growth has outpaced internal structure

• When leaders sense friction but cannot clearly pinpoint the cause

How and Where I Like to Work

I take a pragmatic, team-oriented approach. I work alongside leadership teams to bring clarity and focus, not to impose theory. I value steady progress, clear ownership, and practical decisions over big, disruptive change programs.

I like to work in early-stage start-ups without operational infrastructure, roles with unclear ownership and inconsistent accountability, and growth-at-all-costs environments lacking discipline.