One sleeve up, one sleeve down: every engagement starts the same way — understanding what a business actually needs to grow, run better, and be ready for what's next — then deciding together how deep I get involved.
Hands-on operating help across go-to-market, operations and service delivery, team and culture, cost efficiency, and the financial systems and reporting that make a business run — not oversight from the outside, but ownership of the actual work, including the organization that delivers the product and service customers pay for. One sleeve up, one sleeve down — strategic, but I get real work done, not just PowerPoints. This is how I've worked with Omega and a handful of other founder-led businesses over the past several years.
Engagements typically run as ongoing partnerships with a small number of clients at a time — not a one-off project that wraps up and disappears.
For businesses that need a full-time operator, not a temporary fix: I step in directly as President or CEO, running the business day to day — go-to-market, delivery, team, financial discipline. A good fit for a founder stepping back to the board, or a PE sponsor that needs proven operating leadership in the seat for the long run.
I bring real staying power to the role: 14 years of escalating leadership at one company, then repeated it since — the operating discipline to keep building once I'm in the seat, not just get it started.
For businesses that need experienced leadership now, without a full-time hire: I step in as Fractional CFO, CRO, or COO, or provide interim executive coverage during a leadership transition — bringing the same operating rigor as a full-time role, scoped to what the business actually needs.
This is often how an engagement starts — filling an immediate gap — and sometimes where it stays. Either way, the work gets done.
For PE sponsors: target evaluation, due diligence, and market and competitive analysis to inform investment decisions — drawing on hundreds of acquisitions evaluated alongside PE sponsors and other institutional investors.
For boards: governance structure, growth strategy, and board reporting design — built and standardized from scratch at three different companies.
Managed IT, Cybersecurity Services, and adjacent B2B professional services — where I've spent my career.
Founder-owned and PE-backed businesses, roughly $10M–$100M in revenue.
Growing, professionalizing, evaluating an acquisition, or filling a leadership gap — on your timeline, not a forced one.
Tell me what you're working on — I'll tell you honestly whether I'm the right operator for it.
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