United States
I've spent the last decade building and governing programs that actually move the needle. I joined Engage3 as employee number twelve. Over eleven years I've grown alongside the company through every stage of scale, taking on increasingly complex problems across operations, technology, data, and strategy. Today I serve as the central intake and governance layer for all cross-functional transformation initiatives: identifying opportunities, building the business case, securing CEO and COO approval, and owning delivery end to end. What that looks like in practice is a mix of things most people don't expect from a single role. I run a portfolio of 2–5 concurrent programs tied to gross margin protection and revenue retention. I present tradeoffs and recommendations to executive steering committees. I fill gaps where no owner exists and scope those gaps so the organization can hire into them. And I do all of this without a team, operating through influence across VP, Director, and Associate Director levels. Some of the work I'm most proud of: Reducing an uncontrolled $150K/month program spend to $80K/month by auditing usage, redesigning governance, renegotiating a legacy vendor rate by 46%, and executing a full RFP to diversify vendor risk. The program went from a single-source dependency with no SLA accountability to a governed, multi-vendor operation. Rescuing a major client relationship at risk of cancellation by diagnosing the root cause of data quality failures at the field level, implementing targeted corrections, and achieving 20%+ find rate improvement within one quarter. The SOP I built is still used by operations today. Architecting an enterprise Master Data Management platform that improved data accuracy by 45%, establishing a single source of truth for a company that had operated on fragmented, ungoverned data for years. Building a team of 35 from scratch, including hiring plans, onboarding, training programs, KPI frameworks, and performance standards, to operationalize a product linking function serving clients including the largest retailer in the US. I'm a PMP-certified program leader with a Six Sigma Yellow Belt, and I've been part of a team recognized by Inc. Magazine as one of the fastest-growing US companies for eight consecutive years, serving 8 of the top 10 national and global retailers. If you're working on something complex and need someone who can bring structure, momentum, and executive-ready thinking to it, let's connect.
Central intake and governance layer for all cross-functional transformation at Engage3, a 300-person retail technology company. Identify opportunities, build formal business cases, and present to CEO and COO for prioritization and project start authority. Govern a portfolio of 2–5 concurrent programs with authority to prioritize, sequence, pause, or stop work. Key accomplishments: Reduced uncontrolled program spend from $150K to $80K/month, exceeding mandate by 20%, through governance redesign and vendor rate renegotiation from $3.50/GB to $1.90/GB (46% reduction). Executed full RFP, adding two net-new vendors to eliminate single-source dependency. Rescued a major client relationship at risk of cancellation. Diagnosed root cause of data quality failures, implemented corrections, and achieved 20%+ find rate improvement within one quarter. SOP still in use today. Architected an enterprise MDM platform, improving data accuracy by 45% and delivering a technical roadmap to product and engineering. Lead operating reviews across up to 5 executive steering committees, synthesizing risks and tradeoffs into decision-ready materials for COO and Senior Leadership Team. Partner with COO and CEO on program branding, internal communications, and external positioning. Build all project artifacts, own end-to-end delivery, fill undefined roles, scope them for future hires, and manage all program communications.
Stepped in to lead and formalize a high-growth product linking function, scaling from 6 part-time employees to 35 direct reports while building all operational infrastructure from scratch. Delivered to enterprise clients including the largest retailer in the US. Built all hiring plans, onboarding programs, training frameworks, KPI structures, and performance standards from the ground up. Designed operational infrastructure to support delivery at the scale of hundreds of thousands of products, maintaining client SLAs throughout a multi-year engagement without fully functional algorithmic tooling. Partnered with Product and Engineering on roadmap prioritization, translating operational gaps into technical requirements. Introduced Lean, Six Sigma, and continuous improvement methodologies to improve accuracy, throughput, and consistency. When ready for a new challenge, identified the need for a transformation function, designed the Director of Business Transformation role, made the case to leadership, sourced and transitioned a backfill, and moved into the new position.
Managed 80% of enterprise client and partner relationships while coordinating cross-functional delivery across internal teams. Redesigned internal workflows and led transition to a new project management system. Established foundational project documentation, reporting, and delivery processes that supported company growth.
Supported acquisition, rehabilitation, and resale of 500+ distressed assets within a $90M program. Led vendor coordination across a network of 300+ partners, managing schedules, scopes of work, and budgets. Implemented process improvements across scheduling, budgeting, and communication workflows.