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For thirty years, I've collaborated with CEOs and leadership teams during the work that defines a tenure. What I've learned is that commitment to the vision is the easy part. What's hard is running the business while making pivotal change - especially when you've never done it before.
That's where I come in, with companies like General Electric, Citi, CDK Global, ACI Worldwide, Service Management Group, and Trackforce.
Most operators with my level and kind of experience are either still committed to executive roles, or they've moved to PE operating partner roles with carry attached, or they've retired.
As for me, I want to share this knowledge across multiple organizations for a greater impact than I could have inside a single organization.
Case Outcomes
$341M operational benefit on $240M spend at a $1.7B public SaaS company. A 20-point contribution margin lift the board could take to investors.
$180M post-acquisition integration at a $1B global fintech combining two separate companies into an effective one, without losing the value that made the deal worth doing.
Dramatically turned the profit margin from -170% to +42% over a 90-day turnaround mandate by implementing a different operational system with the legacy team.
New offshore operations center opened in 90 days. The team taking it on rated the change 4.2 of 5 on satisfaction and applicability.
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