United States
Every organization has the same goal: deliver value to its customers at a return greater than the cost to do so. That's it. My job is to find the dysfunction keeping an organization from doing that — and fix it. I lead enterprise transformations that actually make this goal a reality. It doesn't matter if you're adopting the latest AI revolution or just trying to get better at what you already do, in my experience, dysfunction always traces back to four foundational pillars: Visibility — Do people have clarity on the information they need to make decisions with confidence? Clarity is what produces alignment; its absence is chaos. Transparency is paramount. Adaptability — How quickly can the organization respond to what it knows? An organization slow to act is losing the fight to stay relevant. Change must become commonplace — continuous improvement must become cultural. Risk Management — Can the organization weigh trade-offs? Cost/benefit, value recognition, cost of delay, and a sound prioritization model run through every decision. Confusion on what is valuable means every person is left to interpret it, and they will. Speed to Value — With the first three on solid footing, how fast can the organization actually deliver? This is true operations: teams, products, value-stream alignment, dependency reduction, system/tools improvement. Purpose, Product, Process, and People run through each pillar. Maturity roadmaps, business capability maps, skill-gap and financial impact analysis clarify transformation impact. As a systems thinker, I see the whole picture and model the solution for the organization in front of me. Most practitioners follow a predefined map and struggle when it doesn't fit — which is why frameworks rarely work out of the box. I treat Agile, Lean, and every other model as tools in a chest, pulled at the right time, in the right way. Most people run a script. I write one for each organization, because each is unique. My sweet spot is strategy and leadership — I see the problems and implement the solutions. I've done this in varying roles across 30+ organizations, from Fortune 500 enterprises — Amazon, Google, Meta, Boeing, USAA, UnitedHealth Group — to growth-stage companies and ground-level operations I've owned.
Founded Launchocity to bring enterprise-grade transformation and operating-model expertise to organizations navigating change. Across engagements, I'm typically placed in a leadership position with real authority — deciding how teams and the supporting organization should be structured, defining the governance required to deliver value, and directing execution to measurable outcomes. Engagements span enterprise transformation programs, operating-model redesign, organizational capability diagnostics, and AI/automation adoption for organizations modernizing how they work. The through-line is operational leadership: stepping in, structuring the work, aligning stakeholders, and owning the result. Client history spans enterprise to growth-stage: Amazon, Google, Meta, Boeing, USAA, UnitedHealth Group, Dell, Fannie Mae, Capital One, Cardinal Health, Nissan, Cox Automotive, Genpact, TCF Bank, Zions Bancorp — alongside growth-stage and mid-market organizations including OnShift, Rocket Lawyer, Endicia, CodeCorrect/Accuro, Dorman, Deseret Media, and Capella. The same transformation principles apply whether the organization has 50,000 employees or 5.
Led enterprise-wide transformation strategy for a global commercial real estate technology company. Designed and implemented operating-model changes, workflow automation, and process optimization across distributed teams. Partnered with senior leadership to identify operational bottlenecks and deploy scalable solutions that reduced cycle times and improved cross-functional delivery. Owned the translation of complex organizational challenges into structured, measurable improvement programs — defining the operating model and governance that aligned execution to strategic outcomes.
Led transformation programs across one of the largest financial services organizations in the U.S. (~37,000 employees). Worked at the program and portfolio level to redesign how teams planned, prioritized, and delivered — improving throughput, reducing waste, and aligning execution to strategic outcomes. Built repeatable assessment and coaching frameworks that diagnosed organizational capability gaps and prescribed targeted interventions, and shaped the governance and team structures needed to sustain delivery at scale.