Program Management · Operations · Automation
Independent consultant for companies that have outgrown their processes. I come in on a defined scope, untangle how the work actually flows, rebuild it so it holds without me — and hand you the documentation to prove it.
Services
Most engagements start in one lane and pull in a second. Scope is defined up front, in writing, with an end date.
Senior program leadership without a senior headcount. I run the initiative, own the plan, and keep every function honest about the dates.
I find where your people are acting as the integration layer, then remove that. Practical automation with an owner and a runbook — not a pilot that dies in six weeks.
Fourteen years in sales and revenue operations — wireless, consumer goods, and a global semiconductor business. Pipeline, forecast, and reporting that leadership can actually make decisions from.
Demonstration
A working decision tool for a fictional managed services provider. Pick what a client already has in place, and it ranks the next conversations with the reasoning, the words to open with, and what to verify first.
Selected Work
A sample of programs I've owned end to end — in semiconductor manufacturing, managed IT services, enterprise technology advisory, consumer goods, and wireless telecom.
Built the program governance framework — dashboards, peer-review cadence, project templates, IT integrations — across concurrent new-product initiatives spanning engineering, quality, manufacturing, and business units. Audit readiness and portfolio visibility went from anecdotal to reportable.
Served as the operational anchor across service desk, professional services, centralized services, vCIO, and sales. Standardized company-wide process in Autotask, IT Glue, Rewst, and Power Automate, and replaced ad hoc project work with unified SOPs, templates, and statements of work.
Owned Americas sales performance analysis and led a new-product revenue recognition overhaul alongside finance, sales, and IT — cutting reporting lag and tightening forecast accuracy. Trend analysis fed the strategic adjustments behind new-product revenue growth.
Designed and operate a semi-automated outbound system integrating Apollo.io, AI lead scoring and message generation, GoHighLevel CRM sequencing, and reporting — targeting mid-market CIOs, CTOs, and CFOs across a 500+ provider solution portfolio.
Built a SharePoint-based CRM and a web sales dashboard for a professional beauty division, automated the credit memo process out of a manual queue, and ran the rollout and adoption push when the business moved onto Salesforce. Also stood up the analytics behind a stylist rewards program.
Three years supporting an indirect retail channel — sales operations analysis, commission and performance reporting, and process support for dealer partners — plus a stint recruiting for the same organization, which is where I learned what a documented process is actually worth.
How It Works
Every engagement runs the same three phases. You know the scope, the deliverables, and the exit before I start billing.
A working session with the people doing the work. I map the current-state process, find where it breaks, and tell you plainly whether you need me — and for how long.
Defined scope, fixed deliverables, a milestone plan you can hold me to. I run the program, build the automation, or stand up the reporting — and document it as I go.
SOPs, runbooks, and a trained owner on your side. The goal is that it keeps working after the engagement ends, not that you keep paying me to hold it together.
Toolbox
I'm vendor-agnostic by default. These are the platforms I can be productive in from day one rather than day thirty.
About
I spent fifteen years inside large, complicated organizations — global semiconductor manufacturing, enterprise IT operations, managed services, consumer goods, wireless telecom — doing the work most people avoid: figuring out why a process that looks fine on a slide falls apart in practice, then rebuilding it so it doesn't.
That meant governance frameworks for portfolios with twenty-plus moving programs. Revenue recognition overhauls that required finance, sales, and IT to agree on something. Company-wide standardization across five departments that each thought their way was the exception. Before that, a decade of sales and revenue operations — global order management, forecasting, CRM builds, and the reporting executives actually ran the business from.
I now do that independently, for companies that need the capability but not the headcount.
I'm direct about scope and direct about fit. If an engagement isn't the right use of your money, I'll say so in the first conversation — that's cheaper for both of us than finding out in month three.
Contact
A short call is free and usually enough for both of us to know whether there's a fit. Bring the messy version — I don't need it cleaned up first.