I take on complex customer and operational problems.
When growth, change, customer expectations, and business realities start pulling in different directions, I help make sense of what’s happening — and build the systems, teams, and operating discipline to do something about it.
HOW I THINK ABOUT THE WORK
Information isn't the same as insight. And insight isn't the same as action.
SIGNALS
→
CONTEXT
→
JUDGMENT
→
ACTION
→
SIGNALS → CONTEXT → JUDGMENT → ACTION →
THE WORK IN PRACTICE
Different problems. Same instinct: find what matters and move it.
SCALING THE OPERATION
Growth was outpacing the systems underneath it.
Seven sites. 2,000 people. Growth required more than adding capacity. I connected the systems behind the operation—workforce, performance, leadership, and customer experience—so the business could scale without simply adding more complexity.
FIXING THE CUSTOMER EXPERIENCE
Complex customer escalations were taking too long to resolve.
These weren't typical support issues. They crossed project delivery, construction, financial, and legal concerns. I rebuilt the support operation around clearer ownership and stronger cross-functional accountability—cutting escalations by 33% and concessions by 46%.
+34%
REVENUE · YEAR ONE
45→20
DAYS TO RESOLUTION
INDUSTRIES: PropTech · Financial Services / FinTech · SaaS · Technology · Consumer Services
ENVIRONMENTS: Fortune 500 · Global Enterprise · High-Growth Startup · Founder-Led · Consulting / Fractional
SELECTED BRANDS: RealPage · Capital One · Google · Stripe · Peloton · Made Renovation · TTEC/FCR · Etsy
WHERE I TEND TO BE USEFUL
Bring me the problem that
doesn't fit neatly in one box.
Growth is outrunning the operation.
Ownership crosses too many boundaries.
The customer experience is telling us something.
We have the data. We don't have the answer.
Teams are working hard, but the system isn't working.
LET’S TALK
Have something messy
worth figuring out?
I’m always interested in the problems that sit between teams, systems, customers, and business results.
?