Houston, Texas, United States
I architect the systems and capabilities that bridge the gap between Board-level strategy and frontline execution—unlocking the behaviors and building the capabilities that drive sustainable EBITDA and growth. Across 25+ years, I have learned that performance is a human system. Ideal results require ideal behaviors, which are only possible through ideal systems. That principle now extends to AI: capability only becomes performance through the human layer built around it — what I call the Performance Layer. My approach is forged from a rare convergence of three world-class operating DNA strands: • TOYOTA (The Culture System): Where I internalized the philosophy that operations is a "People System." I focus on the shop floor (Gemba) and the relentless development of problem-solvers. • DANAHER (The Shareholder Value System): Where I mastered the "Business System." I wrap operational rigor with Strategy Deployment (Hoshin Kanri) to drive growth and exceptional enterprise value. • ACCENTURE (The Strategic Scale): Where I refined the ability to drive complex change management and strategic transformation at a global enterprise level. MY VALUE PROPOSITION I act as a Profitability Architect. I don’t just "implement tools." I partner from the Boardroom to the front lines to build the skills, thinking, and leadership capabilities needed to unlock new value. I design environments where high performance becomes a reflex, not a mandate. STRATEGIC IMPACT • Tripled Share Price: Led the turnaround of a material science manufacturer by closing performance gaps through behavioral and systemic changes. • Restored Cash Flow: Stabilized an office products retailer by building the internal capability to hold market position against aggressive competitors. • Global Transformation: Directed high-performance capability building for a global biopharma leader across a complex portfolio. • Energy Turnaround: Helped an Energy Supermajor regain its industry lead in shareholder returns, ensuring technical excellence translated into commercial value. MY PHILOSOPHY Great companies aren’t just transformed—they are engineered to execute. My passion is building the "connective tissue" between strategy and people, ensuring organizations have the muscle to think, decide, learn, and win.
Serve as a trusted advisor to operations leaders and executive teams, bringing deep expertise in Lean systems, strategy execution, and performance architecture to help organizations scale, adapt, and thrive. Work hands-on with senior leaders to bridge strategy and execution—building high-performance cultures, simplifying complexity, and embedding the operating disciplines that drive sustainable growth and resilience. Increasingly, this work spans both human and digital capability — helping leaders build the operating layer (the "Performance Layer") that turns AI and agentic systems into measurable performance, not just adoption. Currently deepening hands-on fluency in agentic AI engineering to work shoulder-to-shoulder with technical teams. Recent work includes supporting the transformation of a high-growth business unit within an energy supermajor. As the only Shingo Examiner globally from the energy sector, apply world-class principles to elevate operational excellence across industries. Manage P&L for my firm, lead contract negotiations, and build enduring partnerships with executive stakeholders. Serve on the B20 Energy Transition Task Force, collaborating with global CEOs and policymakers to shape the future of energy strategy and sustainable operations.
Served as Shell’s enterprise lead for Continuous Improvement (CI) and transformation strategy, partnering directly with senior executives to embed a new performance operating model across the enterprise. My work helped reposition Shell as a more agile, efficient, and future-ready energy leader—restoring industry leadership in shareholder return, operational reliability, and employee engagement. Led enterprise-wide CI strategy across Shell with particular focus on the top three businesses, spanning global assets, 90K+ employees, and billions in capital deployment. The mandate: architect the systems, capabilities, and leadership behaviors needed to accelerate performance and unlock strategic value at scale. Highlights: • Turned around Shell’s Unconventionals business—averting divestiture and resetting performance benchmarks by reducing well delivery cycle time by 50%, costs by 30%, and FTEs by 85% in core processes. • Delivered $600M in free cash flow gains by improving Deepwater reliability, commissioning speed, and production efficiency. • Led cultural and operational transformation across 8 North American refineries by coaching frontline teams and leaders to revitalize core practices for top-quartile performance. • Rescued a $20B exploration initiative—boosting discovery rate by 50% through cross-functional, system-level redesign. • Co-developed Shell’s first global performance management system with Group Strategy, embedding P&L accountability via a CEO-led cadence across lines of business. • Supported the $70B BG Group acquisition by standardizing operational systems and governance across acquired assets. Built and led 500 global CI practitioners and unified the CI function under a shared mission: to simplify how the business works, empower frontline ownership, and strengthen the link between strategy and execution. The result delivered breakthrough business outcomes—while elevating employee engagement and operational resilience across the portfolio.
Brought in by the CEO and CHRO to help reposition Office Depot for long-term competitiveness through operational discipline, cultural reinvention, and enterprise-wide continuous improvement. Partnered with the full Executive Committee—including the CFO and COO—to align around a Lean-driven business transformation strategy focused on profitability, efficiency, and cash flow. Developed a 2-year transformation roadmap, grounded in diagnostic analysis and benchmarking, projected to deliver $125M in P&L impact across cost, efficiency, and working capital—beginning with the 900-person finance organization and designed to scale enterprise-wide. To drive execution, implemented a structured program governance model, including executive-level reviews that enhanced initiative visibility, improved risk management, and ensured financial accountability across transformation workstreams. This engagement laid the foundation for improved enterprise agility, more disciplined execution, and a culture shift toward operational excellence—setting the stage for broader scalability and strategic renewal.
Recruited by the COO to help reverse declining Total Shareholder Return and restore enterprise momentum across five global divisions—spanning 75 plants, 100 distribution centers, 27,000 employees, and 30 countries. Reporting directly to the COO and partnering closely with the executive team and Toyota consultants, led a company-wide performance transformation focused on strategic alignment, operational excellence, and cultural renewal. Architected and launched Avery Dennison’s first unified enterprise strategy, translating board-level goals into site-level execution plans and KPIs. This effort integrated siloed operations under a common performance system, built around SQDCP scorecards, Daily Management, and frontline problem-solving—embedding accountability, transparency, and continuous improvement at scale. Delivered $100M+ in operational performance gains, including cost reductions, productivity boosts, and flow enhancements. A flagship transformation in Mexico reduced inventory by 40%, floor space by 50%, and doubled throughput with existing staff—earning recognition as one of IndustryWeek’s “10 Best Plants in North America.” Additional impact included: • Leading people and capability integration for a $1.3B acquisition and supporting a $1B divestiture. • Designing and deploying a global cash flow strategy to enhance working capital and operating margin. • Advising on board-level communications for operational and financial performance. • Embedding Lean leadership principles into talent programs to accelerate cultural transformation. This work helped reposition Avery Dennison for long-term growth—equipping the organization with the tools, talent, and systems to execute its strategy with greater clarity, speed, and resilience.
Partnered with Fortune 500 and private equity-backed companies to accelerate strategy execution, drive operational breakthroughs, and build enduring enterprise value—working with a boutique firm founded by former Danaher and Accenture executives. As client partner and transformation leader, led multi-disciplinary teams on complex, high-stakes engagements across diverse industries—including pharmaceuticals, consumer goods, industrial manufacturing, smart building technology, wholesale distribution, and building materials—through engagements with global leaders like Merck, Newell Brands, Acuity Brands, and Andersen Windows. Work spanned enterprise transformation, M&A integration, Lean operating system design, and interim operational leadership, with a consistent focus on aligning operations with financial performance and long-term growth. Key Highlights: • Private Equity Turnaround (The Carlyle Group): Facilitated 8-month restructuring of a $2B industrial portfolio company—consolidated assets, reduced inventory by 35%, and improved on-time delivery from 75% to 98%, positioning the business for scale and value creation. • Enterprise Performance Transformation: Enabled strategy deployment and cross-functional execution for a $3.5B lighting company—propelling it from #2 to #1 market share through a series of targeted operational interventions. • Pharma Business System Design: Partnered with a $48B, 70,000-employee global pharmaceutical leader to develop and pilot a new Lean-based operating system—designed to sustain growth despite litigation risk and internal complexity. In every engagement, strategy was bridged with execution—simplifying systems, enabling frontline ownership, and embedding performance disciplines that outlast the consulting engagement. Also contributed to internal firm growth, advising on board agenda design.