20+ years building, integrating and turning around customer-facing technical organizations — from field and service operations to Professional Services, enterprise implementation and post-acquisition transformation.
I am at my best when the work is important, complicated and still being figured out — new capabilities, acquisitions, cross-functional implementations, struggling operations, or major customers that cannot afford surprises.
Build scalable post-sale delivery across scope, SOWs, project governance, resource planning, partners, implementation, readiness and service handoff.
Turn customer commitments into repeatable execution through coverage models, SLAs, KPIs, service recovery, technical leadership, P&L discipline and accountability.
Bring acquired teams and disconnected operations together through organizational design, playbooks, process standardization, vendor rationalization and financial visibility.
The common thread is creating structure that can keep working after the immediate problem is solved.
Managers directly led at Peak across Wireless, Print/Apply and Machine Vision Professional Services teams.
Ricoh office performance after taking over and stabilizing a struggling major-account service operation.
Employees developed into IT-ready technicians to expand field capability for more technical customer requirements.
Technical-resource environment influenced through Ricoh region-staff leadership and national delivery-model work.
Across different titles and industries, the pattern has stayed consistent: step into ambiguity, understand the commitment, build the operating structure and develop the people who can make it scale.
Building an early-stage services-automation business for SMBs, using AI-assisted workflow design to simplify CRM, communications, marketing and customer processes.
Led three Department Managers across approximately $30M in revenue scope in a high-volume operating environment focused on customers, people, sales and daily execution.
Led enterprise Professional Services through integration of approximately 19 legacy/acquired companies; built the unified operating model and Playbook, established visibility into approximately $15M in annual PS revenue, and built delivery infrastructure for a planned approximately $300M national rollout.
Co-developed a national IT Services delivery model, led distributed technical and training organizations, owned approximately $6M in P&L and strategic accounts, supported enterprise systems change, and turned around a struggling major-account service operation.
I am not interested in process for the sake of process. The goal is enough structure to make priorities visible, give people clear ownership, protect the customer and let good teams move faster.
Clarify ownership, operating rhythms, workflows, readiness gates, escalation paths and measurable expectations.
Solve the immediate issue, then correct the process, commercial model, partner strategy or capability behind it.
Develop people, push ownership downward, standardize what should be repeatable and make performance visible.
I am most relevant to organizations looking for a Director, Senior Director, Head-of or selective VP-level leader who can build the system behind implementation, service delivery, technical operations and transformation.
I believe the best customer relationships are built by people who are genuinely curious about others, grounded enough to listen, and confident enough to take ownership when things get difficult.
Family keeps perspective where it belongs. It reminds me that trust, consistency and how you treat people matter long after a meeting, a quarter or a project ends.
“Understand the customer’s business, deliver the promised outcome, earn trust, and use that trust to create additional value.”
I’m interested in teams that need someone comfortable building the operating structure, developing leaders and staying accountable when the work gets difficult.
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