United States
Some decisions are too important to keep circling and too connected to make in a rush. That tension shows up inside owner-led businesses. You’re close to the work, the people, the customers, the numbers, and the risk. That closeness is a strength. It’s part of what built the business. It’s also why owner-led teams can move faster than larger companies. But as the business grows, some decisions carry more weight. The issue can look simple on the surface: hire or wait, expand or hold, shift a role, adjust a priority, invest in a system, or make a call that has been sitting too long. Underneath, there are connected parts and tradeoffs. A people decision can affect cash flow. A process decision can affect customer experience. A growth decision can affect capacity, margin, positioning, and confidence. I facilitate decision and alignment sessions for owner-led businesses when an important decision needs to move forward and the path isn’t yet clear. Sometimes that starts with the owner, especially when the issue is sensitive, early, or not ready for the full team yet. Other times, the team is already circling the decision together and needs a neutral guide to walk them through the process so they can come out aligned, clear on the why, and rowing in the same direction. I come in with questions, not canned answers or templated solutions. My role is to guide the conversation, bring structure to the thinking, and use my experience to help spot risks, gaps, and friction points before they become problems in the build. A strong session creates forward movement: a clearer decision, a fuller view of risks and benefits, shared understanding of the why, ownership for what happens next, and a right next step the owner or team can act on. Some engagements end there, with the foundation laid. Other times, the session shows what needs to be built next: a simple plan, cleaner handoffs, process improvement, or project leadership to carry the decision into action. My background spans project leadership, process improvement, field execution, customer experience, digital transformation, marketing, and community-building. I’ve turned complex work into coordinated action across teams, systems, and projects. I listen for what’s unclear, what’s assumed, what’s being worked around, and what could keep a good decision from becoming real progress. If you lead an owner-led business, support business owners, or know a team circling an important decision without clear next steps, I’m happy to connect over a cup of caffeine. Tea is my beverage of choice :) #TogetherWeRise
I serve as a team extension for organizations navigating: ► Critical initiatives that must be delivered with rigor and accountability ► Leadership alignment challenges where strategy exists but execution lags ► Cross-functional friction slowing key projects or change efforts ► Scaling decisions requiring clarity around priorities, capacity, and risk ► The need for an experienced partner to help bridge strategy and execution My work integrates: ► STRATEGY DEVELOPMENT & EXECUTION • Partner with leadership to clarify direction, co-design and stress test strategy, and distill complex goals into actionable priorities. • Facilitate alignment workshops, strategy sprints, and implementation blueprint - ensuring buy-in across all levels and functions. • Translate high-level ambitions into measurable team actions, building shared context for coordinated performance. ► PROJECT MANAGEMENT & DELIVERY • Provide embedded oversight and coaching to drive essential projects - digital upgrades, process rollouts, cross-functional initiatives - from kickoff to measurable finish. • Bridge the gap between planning and adoption: partner in launching initiatives and guiding teams so ideas become operational routines. • Navigate risk, resistance, and ambiguity, handling roadblocks as they arise to ensure results are sustained and not just launched. ► PROCESS IMPROVEMENT • Analyze, map, and redesign core business processes and workflows - unlocking efficiency, reducing waste, and embedding best practices that teams can maintain. • Standardize SOPs, reporting, and cross-team communication, coaching staff on continuous improvement and accountability. • Focus on solutions that are adopted and sustained, not just documented: delivering lasting efficiency gains and reduced operational friction.
Pulaski County Tribe began with a question: What would it look like to bring people together around shared pride, purpose, and possibility for our rural communities? What followed was more than a nonprofit. It became a movement to reimagine rural revitalization, driven by community, creativity, and strategic coordination. As Founder and President, I lead efforts to turn vision into execution, aligning public, private, and nonprofit stakeholders to deliver measurable impact. This role has deepened my practice in facilitating strategy development, structuring high-impact projects, and driving disciplined execution across a fully volunteer-led organization. It has reinforced what I’ve known all along: when people have clarity and structure, they show up, and when they feel ownership, they stay engaged. Core Focus Areas: ► Facilitating strategy development and priority alignment across cross-sector leaders ► Structuring and leading high-impact community initiatives from concept to completion ► Applying project management best practices to drive results with lean resources ► Leading stakeholder engagement across government, business, and community groups ► Driving change leadership and fostering sustained volunteer engagement ► Securing and managing grant funding to support scalable, visible community outcomes Selected Outcomes: ► Delivered 6+ community events, averaging 300+ attendees, increasing local engagement and business activity ► Designed and launched Pulaski County 2nd Saturday program, driving an estimated 20% lift in small business patronage on event days ► Secured and managed $30K+ in grant funding for public art, placemaking, and tourism initiatives ► Built partnerships across 10+ organizations to accelerate priority projects and expand impact Strategy Development | Project Management | Facilitation | Cross-Sector Collaboration | Community Impact | Stakeholder Engagement
When I joined United Access, the organization was navigating post-acquisition change alongside rapid expansion while merging cultures, processes, and expectations across nearly 50 retail locations. I was responsible for supporting a region of 16 of those stores, helping to bring clarity and cohesion to a landscape full of moving targets. Each store was operating with different tools, team capacities, and levels of market maturity. What they needed wasn’t more pressure, they needed prioritization. I worked directly with store leaders to identify where their efforts were being diluted and helped them focus on the activities that actually moved the needle. We built localized strategies grounded in real data, crafted field-friendly toolkits, and developed performance dashboards that turned weekly conversations from anecdotal to actionable. Rather than pushing a one-size-fits-all model, I facilitated alignment around shared goals, while honoring the nuances of each market. Through that process, we saw stronger referral relationships, a 17% year-over-year increase in referral leads, improved team autonomy, and wider adoption of marketing platforms that had previously been underutilized. What stands out most from that chapter isn’t just the results. It’s the shift in how teams worked. Clarity replaced guesswork. Connection replaced competition. Execution became simpler because priorities became sharper. This role reinforced something I carry forward: even the most capable teams can lose traction without the right mix of clarity, systems, and trust.
This role challenged me to unify strategy and execution across a complex network; 211 independently operated retail partners, each with their own systems, culture, and pace. As Field Marketing Manager, I served as the bridge between national brand strategy and local market realities. I led the development of annual marketing plans, go-to-market strategies for four national product launches, and field enablement initiatives, all while strengthening relationships between corporate teams and frontline partners. The work wasn’t just about distributing materials. It was about enabling clarity at scale. I launched an internal advisory board that brought together stakeholders across seven retail entities. Together, we surfaced hidden challenges, tested new ideas, and created a feedback loop that made the marketing stronger and the partnerships deeper. That collaboration directly contributed to a 30% increase in lead generation from pilot markets. I also redesigned the digital training experience, resulting in a 30% higher completion rate and better engagement with new tools and campaigns. Throughout, I emphasized tools that could be easily adopted, not just impressive on paper, because complexity kills execution. This role deepened my belief that systems don’t succeed on strategy alone. They need real-world usability, cross-team trust, and feedback mechanisms that guide meaningful change.
BraunAbility’s digital presence was fragmented: outdated systems, disjointed tools, and marketing data that was more confusing than clarifying. I stepped in to architect a new kind of digital strategy. One that didn’t just modernize platforms, but connected people, processes, and performance in meaningful ways. Over five years, I led three major website transformations, implemented Salesforce and Pardot, and built a digital analytics ecosystem that gave teams real-time visibility into what was working and what wasn’t. I also created scalable reporting dashboards and collaborated cross-functionally to shift the focus from vanity metrics to actionable insights. The outcomes were clear: a 12x increase in qualified leads, 6x improvement in SEO rankings, and a 75% boost in ad efficiency through targeted experimentation. But more powerful than the metrics was the internal transformation. Teams started making decisions based on aligned goals, not assumptions. To support this shift, I launched a website governance board that streamlined cross-department collaboration, reduced outside agency reliance, and returned ownership to internal teams. That clarity and structure sparked a noticeable increase in speed, confidence, and creativity across the org. This experience taught me that digital transformation isn’t just about tech. It’s about trust, visibility, and designing systems that serve the humans behind the screens.
This role sharpened my ability to translate complex challenges into clear, scalable systems. I was responsible for managing high-visibility marketing projects that directly supported the growth of our dealer network. From implementing the company’s first CRM (SugarCRM) to leading a $1M co-op marketing program, I worked at the intersection of marketing, operations, and customer experience, often pulling clarity from chaos. One of the first things I tackled was the Voice of the Customer (VoC) program. Return rates were low and data wasn’t actionable. I redesigned the process end-to-end, introducing digital surveys, building dynamic dashboards, and developing a reporting cadence that gave teams a timely, meaningful view into customer sentiment. Return rates jumped from 10% to 40%, and insights from that program became a strategic lever across product, support, and sales. I also managed the launch of national dealer training events, coordinating logistics, content development, and budget across multiple departments. These trainings weren’t just events. They became an engine for channel alignment, accelerating the adoption of new systems and strategies. The common thread in all of it: structure creates space. Whether it was organizing data, workflows, or people, I learned that the right systems don’t just reduce friction, they unlock progress.
This is where I built my foundation. Not just in marketing, but in leadership, systems thinking, and strategic communication. At KAG, I led a small, agile team responsible for bringing complex strategies to life through clear, compelling communication. Every piece of content, every campaign, every client experience had to walk a tightrope between technical accuracy and emotional resonance. That balancing act taught me to distill complexity into clarity without losing depth. I wasn’t just managing projects; I was building systems. I led the development of a custom internal database that reduced task time by 40% and improved data accuracy across departments. I also guided the firm through its first website launch, ushering in a digital presence that made our expertise more accessible and scalable. The pace was intense, the standards were high, and the expectations were unspoken. But it was in that space that I learned how to lead teams, manage up, navigate ambiguity, and move strategy forward without needing a spotlight. Those lessons have quietly shaped every high-impact initiative I’ve touched since.