About

My career spans more than two decades of work in public sector organizations, utilities, international development, and entrepreneurial ventures. Throughout, I've held senior leadership positions where strategy, planning, and governance were central to organizational success.

I've advised executives and boards on enterprise strategy, led business development in complex procurement environments, and built planning and performance frameworks for organizations navigating transformation. My experience includes regulated industries, government agencies, infrastructure organizations, and economic development entities.

My practice integrates proven methodologies with real-world judgment about when and how frameworks should be adapted to organizational context. I hold the BSI OKR Professional Certification through the Balanced Scorecard Institute — a George Washington University-backed program with over 13,000 certified practitioners globally — and I bring more than two decades of applied experience inside regulated and complex environments. I know the difference between what works in a strategy workshop and what survives contact with a resistant VP, three competing enterprise priorities, and a board that needs to approve everything. I don't believe in one-size-fits-all solutions, but I do believe in disciplined approaches that can be tailored thoughtfully to the environments where I work.

My perspective is shaped by an unusual combination: more than two decades inside complex regulated organizations, and three companies built and exited from scratch. I bring startup thinking — speed, outcome orientation, and bias for action — into environments that don't often get that perspective from the inside. That combination is rare, and it's where my advisory work tends to be most useful.

This background has given me a practical understanding of how large organizations actually work—where decisions get made, where they get stuck, and what it takes to move from intent to execution.