New York City Metropolitan Area
I help executive teams turn strategy into disciplined execution. Throughout my career, I’ve worked across fintech, financial services, consulting, and higher education. While the industries have changed, the problem I’ve been asked to solve has remained remarkably consistent: How do leaders make better decisions, allocate resources more effectively, and build organizations that execute with clarity and discipline? As a Strategy & Operations executive, I partner with CEOs, CPOs, and senior leadership teams to build the management systems that connect strategy to execution. That includes portfolio governance, operating cadences, executive dashboards, investment prioritization, performance management, cross-functional alignment, and decision-support processes that improve visibility, accountability, and organizational performance. My experience includes leading portfolio governance for multi-billion-dollar businesses, serving as Chief of Staff to senior executives, building enterprise analytics and market intelligence capabilities, transforming academic organizations, and founding a consulting firm focused on organizational effectiveness and growth. Across every role, my work has centered on the same objective: Helping organizations move from fragmented priorities to aligned execution, from intuition to insight, and from complexity to clarity. Core areas of expertise include: • Strategy & Operations • Chief of Staff Leadership • Executive Decision Support • Portfolio Governance & Capital Allocation • Organizational Effectiveness • Strategic Planning & Operating Rhythms • Performance Management & Analytics • Cross-Functional Leadership • Enterprise Transformation • Market & Competitive Intelligence I believe organizations rarely fail because they lack strategy. More often, they struggle because their operating system cannot consistently translate strategy into decisions, priorities, and execution. That’s the work I enjoy most. If you’re building the next stage of growth and need someone who can create alignment across leadership, improve executive decision-making, and help the organization execute with greater discipline, I’d enjoy connecting. You can also follow my writing on executive decision-making, portfolio strategy, and organizational effectiveness at SignalBridge Labs: https://signalbridgelabs.substack.com
Enterprise Governance, Strategic Planning & Executive Decision Support Serve as a Strategy & Operations leader supporting executive leadership across Broadridge's fintech portfolio. Lead the management systems that drive governance, strategic planning, portfolio reviews, performance management, and executive decision support, improving organizational alignment, investment discipline, and execution across Product, Technology, Finance, Sales, Customer Success, and Operations. Selected contributions: • Lead portfolio governance, strategic planning, and investment review processes, improving prioritization, resource allocation, and executive decision-making. • Built governance frameworks, KPI systems, and executive dashboards that improved visibility into portfolio performance, operational health, and execution outcomes. • Integrated financial, operational, customer, and market intelligence into executive decision-support processes, improving planning rigor and cross-functional coordination. • Embedded AI-enabled analytics and workflow automation into portfolio management processes, improving reporting consistency, decision speed, and organizational scalability.
Strategy & Operations Leader, Global Product Organization Served as Chief of Staff and strategic advisor to the Chief Product Officer, helping translate enterprise strategy into coordinated execution across a global product organization. Led strategic planning, portfolio governance, executive communications, performance management, and cross-functional initiatives spanning Product, Engineering, Finance, Sales, and Client organizations. Selected contributions: • Partnered with the CPO and executive leadership team to drive strategic planning, organizational priorities, investment decisions, and execution across a global product organization. • Designed portfolio governance, prioritization, and investment management frameworks that improved resource allocation, decision-making, and alignment between product strategy and business objectives. • Built analytics, KPI systems, and executive dashboards that improved visibility into portfolio performance, organizational capacity, and execution outcomes. • Established operating cadences and management systems that connected strategy to execution, strengthening accountability, cross-functional alignment, and organizational effectiveness. • Led cross-functional initiatives spanning Product, Engineering, Finance, Sales, Operations, and Client organizations, ensuring strategic priorities translated into measurable business outcomes. Looking back, this role reinforced a lesson that has shaped my career: organizations rarely struggle because they lack strategy. More often, they struggle because they lack the management systems that turn strategy into consistent decisions and disciplined execution.
Taught and mentored the current and next generation of nonprofit leaders on how to maintain and sustain their organizations
Developed and taught courses in the MBA and Master of Management degree programs in strategy, market research, marketing strategy, nonprofit management, and statistics. Redesigned the MBA and MM Capstone.
Academic Operations & Organizational Transformation Leader Appointed to lead strategy, operations, and business performance for the School of Management's graduate business programs. Served as a senior advisor to executive leadership, introducing management systems and data-driven decision-making practices that improved visibility, accountability, and organizational performance across the business school. Selected contributions: • Led strategic and operational transformation of graduate business programs, aligning academic offerings, resource allocation, staffing, enrollment planning, and institutional priorities around measurable outcomes. • Managed financial planning and resource allocation across a diverse portfolio of academic programs, improving operational effectiveness and organizational performance. • Repositioned the MBA portfolio toward workforce-aligned and employment-focused programs, increasing market relevance and supporting enrollment growth. • Introduced analytics, KPI dashboards, and structured feedback mechanisms that improved visibility into enrollment, retention, student engagement, and program performance. • Expanded strategic partnerships with corporations, nonprofit organizations, and community stakeholders, strengthening workforce readiness and institutional visibility. This experience reinforced something I continue to believe today: high-performing organizations, whether businesses, nonprofits, or universities, share a common characteristic. They build management systems that create clarity, align stakeholders, and enable leaders to make better decisions.
Mentoring founder on growth strategies
Mentoring founder on growth strategies