I help scaling companies improve operational alignment across product, delivery, and commercial teams. I'm typically brought into environments where growth has created complexity — unclear ownership, fragmented execution, inconsistent reporting, or delivery breakdowns. The work below spans operating model design, delivery transformation, governance, and post-acquisition alignment.
Built the operating model — contracts, renewal tracking, ARR reporting, delivery cadence — for a PE-backed loyalty platform across 47 projects and 42+ accounts.
Stood up intake, prioritization, OpEx/CapEx visibility, tool consolidation, and an Agile playbook across Product, Engineering, Infrastructure, and PMO.
Triaged a 3-product PE-backed ecosystem — surfacing strategy gaps, cost pressure, and team-level risk in the primary $2.5M product line.
Built the financial model and partnership framework to determine whether autonomous ride-hail could scale commercially without owning the fleet.
Stood up the operating model and tooling for a recently acquired post-trade platform embedded in five of the world's eight largest investment banks — 90 days post-close, no playbook in place.
Operationalized an acquired studio's discovery-and-validation methodology at Fortune 500 scale — without diluting the discipline that made the IP worth buying.
Stood up product, backlog, and delivery cadence from zero for a 20-year-old endurance-coaching brand making its first move into software.
Mapped the end-to-end payments-in flow for a global hospitality marketplace — across dozens of markets, payment methods, and regulatory regimes.