New York City Metropolitan Area
I work on one of the most consequential layers in organizational leadership: the manager-to-VP layer. This layer sits at the center of execution, where decisions, coordination, and accountability determine whether strategy translates into results across the organization. Yet in many companies, this is also the least systematically developed leadership layer. Before founding Rekindle, I led a $500M+ regional business with 1,400 employees across global markets in the oil and gas sector. I began my career as an oilfield engineer working on offshore rigs and progressed through multiple leadership roles to regional VP, carrying full P&L responsibility through prolonged industry downturns. Rekindle was built from that operational reality. At the manager-to-VP level, expectations shift from execution to judgment, influence, and enterprise-level decision-making. Roles expand. Stakes rise. Support rarely keeps pace. I built Rekindle to solve the problems I experienced firsthand — not in theory, but while carrying revenue, cost, and team accountability at scale. Rekindle provides a structured, behaviorally grounded system designed to strengthen capability at this level — through consistent practice that runs alongside real work. The model is built for scale: short, structured lessons; practical behavioral tools; and a cadence that sustains engagement over 12 months. Organizations describe the work as unusually practical and directly applicable to live business challenges. Today, Rekindle supports companies across the US, Europe, and APAC — helping them convert leadership potential at this level into measurable operating strength.
Built and scaled a repeatable leadership development system used across organizations in the US, Europe, and APAC.
P&L Head for a $500M+ business unit comprising the region’s six most profitable segments, with full accountability across revenue, clients, costs, and teams. Navigated the business through a prolonged oil-industry downturn.
Part of a select team charged with driving a company-wide global transformation plan.
P&L Head for a $150M+ flagship business unit across 35 countries in one of its most complex markets.
Built understanding of the mechanics of corporate financing, and how Wall Street investment banking works.
Selected for a high-profile role to work with the CEO and top executives while being mentored for senior management roles.
Engineer-In-Charge (Operations Management): Headed a remote camp in Egypt, managing safety, client relations, team of >50 people, logistics, operations, equipment and P&L responsibility. Wireline Field Engineer: Led multicultural teams to deliver operations on oil rigs and platforms. Maintained a record of zero failures working on a 24x7 basis, often 120-hour weeks, handling explosives, radioactive sources and high-pressure equipment.