Greater St. Louis
Strategy isn’t a plan. It’s a promise. A promise to a group of people you’ve chosen to serve. Because people don’t buy products. They buy promises. The organizations that grow make a promise that matters, communicate it clearly, and build systems that deliver it consistently. That’s what I help Christian colleges do. It’s simple. Not easy. For nearly 30 years, I’ve led the work that turns institutional promises into growth—from strategy, enrollment, and marketing to brand, financial services, and the student experience. That’s why Christian colleges hire me. And every engagement begins with one question: What’s your promise?
TG THREE is a values-driven strategy company that serves Christian higher education. The company has grown to serve Christian colleges across the country.
As SVP & Chief Strategy Officer, I lead institutional strategy, enterprise transformation, and long-range positioning for the university. Reporting to the President, I oversee strategic planning, organizational alignment, and financial sustainability. This role centers on high-impact transformation, solving institutional challenges, modernizing operations, and positioning Lindenwood for long-term success. Select Achievements: • Instrumental in achieving LU's first positive operating year in six years ($3.1M in EBIDA). • Reduced Accounts Receivable by 62%. • Created and implemented a coordinated enrollment framework that integrated data, recruitment, financial aid, and marketing. • Launched a new brand platform, strengthening market position and message clarity. • Reduced operational fragmentation across enrollment, marketing, finance, and academic units. • Worked with campus partners to shape a more sustainable growth framework for accelerated online programs through integrated systems and shared services.
As Vice President for Strategy & Innovation, I served as the university’s chief strategist and internal consultant, responsible for shaping Lindenwood’s long-term direction, identifying new revenue opportunities, and driving institutional innovation. • Spearheaded the design and execution of a multi-year strategic plan centered on a dual-operating system to redesign the institution around learner needs and expectations. • Earned recognition from Harvard strategist, Dr. J.P. Kotter, for institutional agility, with the assessment that the university was "operating in a different solar system than most of higher ed." • Built enterprise-wide capacity for innovation, new program incubation, and strategic change management to ensure long-term institutional viability. • Directed the evaluation and successful acquisition of two institutions to accelerate online offerings and expand the university’s enrollment footprint. • Participated in comprehensive M&A activities including financial modeling, academic due diligence, and operational integration planning. • Established formal processes for seed funding and project selection to catalyze cross-divisional initiative execution and resource optimization. • Strengthened institutional alignment by creating systematic mechanisms for tracking strategic priorities, outcomes, and enterprise-wide progress. • Developed accelerators to help move the institutional initiatives away from a traditional model toward a more agile, market-responsive enterprise.
After leading turnarounds in Enrollment, Marketing, IT, HR and Advancement, I was tasked by the president to create the university of the future at George Fox. My responsibilities also included creating the university's strategic roadmap and strategic initiatives. I secured $5 million to develop a new learning platform that provided accessible, lifelong learning for every stage of life. Worked on marketing and productizing B2B education offerings, co-created degrees, and college-to-career on-ramping programs.
Tasked by the president to revolutionize our approach to our people, culture, and technology. Created a first-of-a-kind strategic business unit combining Human Resources, Information Technology, and Data Analytics to work cross-functionally to develop high-performance teams, enterprise workforce solutions, and build our employment brand. Led strategic planning, innovation, enterprise technology, institutional reporting and analytics, university culture initiatives, monthly town halls, and corporate communications for over 600 full-time employees and 1,500 part-time employees. Laid the foundation for George Fox to become a "Best Christian Workplaces" organization. • Developed and launched Institutional Data Warehouse • Completely revised job compensation and classification • Developed Data Auditing System • Introduced and created Balanced Scorecard strategic framework • Restructured HR department • Development of Data Mart for Advancement • Created Employee Self-Service in HR • Developed New Performance Review Process • Created Sick Leave Share Policy • Created new Parental Leave Policy • Created new Performance Review Process • Created eew Hiring Process and Onboarding Processes • Develop Employment Brand • Created new Timekeeping System • Developed new Time-off Reports • Created Electronic Sick Bank Report • Launched ew Employee Handbook
Led the historic turnaround in enrollment at George Fox. After an enrollment crisis, I was tasked by the president to merge enrollment and marketing functions to increase net tuition revenue. Led undergraduate and graduate admissions departments, the marketing communications department, student records, the registrar’s office, the data analytics team, institutional research, financial aid, and sports marketing. Managed $5.9 million budget and 106 employees. • Generated $65 million in additional net tuition revenue in five years • Increased first-year undergraduate enrollment by 56% and net tuition revenue by 23% • Produced five-consecutive, record-breaking freshman classes • Increased minority student enrollment by 72% • Developed the first data analytics team in the CCCU • Brought student search in house and quadrupled prospect-to-inquiry yield, while saving $200K • Co-developed and launched the George Fox Honors College • Instrumental in the launch of the Doctor of Physical Therapy program • Created sports marketing department and helped launch new football program • Revitalized engineering and nursing marketing and recruiting, making them top majors
Led institutional transformation by partnering with university stakeholders to expand Biola’s brand footprint. Progressed through senior leadership roles in Public Relations, Advertising, and Publications to ultimately oversee the university’s integrated marketing and brand strategy. • Repositioned the institution from No. 7 to No. 1 in national college rankings (Campus Life Reader Survey). • Orchestrated integrated campaigns that delivered 12% growth in undergraduate enrollment and 23% growth in seminary enrollment. • Pioneered the university’s first research-based brand portfolio and comprehensive integrated marketing communications (IMC) plan. • Directed a $1M+ annual advertising budget, optimizing spend across national TV, outdoor, and digital channels to maximize lead generation and brand awareness. • Served as the primary university spokesperson, managing crisis communications and institutional messaging for all local and national media inquiries. • Directed high-stakes engagements with The New York Times Magazine, BBC World News, ABC’s Nightline, and The Los Angeles Times. • Served as the Founding Editor of Biola Magazine; scaled global circulation from 26,000 to 65,000 and earned multiple "Best Organizational Publication" awards. • Managed a diverse team of directors and managers across editorial, advertising, and media relations. • Conducted the university’s first community relations audit and quantified 200,000 hours of community service to leverage in grant proposals and outreach. • Managed the day-to-day operations of brand messaging, advertising, market research, SEO, and the sale and distribution of the university’s academic journals.