Who I am.
I was brought in to run a division supposed to be in growth mode. Seventy-two hours on the ground told a different story. The hardware didn't work. The vendors couldn't deliver. The commercial model had never been tested against a real customer.
I didn't write a report. I reset the team, terminated every vendor, and started over.
Within 90 days we had a new direction. Within 16 months we had rebuilt the entire business - unit costs from $600 to under $90, EBITDA from 8% to 14%, $18M in revenue built from a standing start with no commercial track record and no inherited customer base.
That's not a consulting engagement. That's what it looks like when someone owns the outcome.
I'm not a suit operating on a thesis. I'm an operator who has sat in the seat, owned the issues, and worked through to the other side — three industries, three zero-to-one builds, twenty years inside businesses where something real was broken and the organization wasn't ready to hear what it actually was.
When I walk into a business, I'm reading the incentive structures, the pipeline data, the delivery gaps, the margin erosion — and I'm telling leadership what I see without softening it. Because the version of the truth that's been softened for the leadership team is usually the reason someone like me gets called in the first place.
Structure before reduction. Discipline before disruption.
Founder & Managing Partner
You didn't hire the wrong people. You're not running the wrong strategy. The business grew, and somewhere in that growth, the architecture beneath it stopped keeping pace.
It doesn't announce itself cleanly. It shows up as revenue that's moving but margin that isn't following. As deals that close but compress. As delivery that holds until growth accelerates - and then strains. As a forecast that gets revised so often that presenting it to the board feels less like reporting and more like negotiating. As decisions that should be made three levels down that still find their way back to you. As a leadership team that is working, genuinely working, and somehow producing less than the effort warrants.
None of those are isolated. They're the same structural problem expressing itself across every surface of the business at once - commercial, operational, financial, organizational. The fault line doesn't respect function boundaries. It runs underneath all of them.
That's what makes it hard to name from the inside. It looks like a sales problem until you fix sales and the margin doesn't recover. It looks like an operations problem until you add capacity and the delivery still strains. It looks like a people problem until you change the people and the pattern persists.
It isn't any of those things.
These are not cultural problems. They are design flaws.
The pattern that brings most CEOs here.
If you were referred here by someone who thought you should read this, they were probably right.
Reaching out looks like this: a 30-minute diagnostic conversation. No deck, no pitch, nothing waiting at the end. Direct questions about what you're seeing, what you've already tried, and what's at stake if it doesn't get resolved. I'll tell you plainly whether this is the right engagement for your situation. If it isn't, I'll tell you that too. Some problems run deeper than any 90-day mandate can reach, and you deserve to know that before we start.
Most CEOs who find this page have already done the hard internal work of admitting something is wrong. The distance between that moment and this conversation is shorter than it feels.
Your 72 hours starts when you’re ready.
If this felt familiar, it wasn’t an accident.