top of page
​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.
bottom of page