Approach
Where Strategy Meets the Shop Floor
I focus on the practical side of strategy—helping founders and operators turn ideas into working systems. That often means building structure where there isn’t any yet, identifying what’s getting in the way, and creating the conditions for teams to move forward with clarity.
I’ve worked in startups, growth-stage companies, and businesses in transition. My role is often to bring focus, execution, and steady leadership—especially when things are moving fast or needing structure.
I care deeply about helping builders build well, because I'm a builder and I've walked in those shoes.
The Forge
Strategy
Strategy isn’t a deck. It’s a set of decisions. It’s knowing what truly matters, what doesn’t, and what has to happen next. I build strategy that cuts through noise and aligns teams behind a direction they believe in. Whether it’s repositioning a brand, integrating a new acquisition, or achieving growth, I work to bring discipline and order to the chaos.
My approach is grounded, not academic. It’s forged from time spent inside the shop—working directly with founders, boards, and private equity to get to the heart of the business. Strategy has to work in the real world. That’s where I focus on building it.
Execution
In my view, strategy without execution is theater. Ideas don’t matter if they don’t progress. Execution is about momentum—building systems that flex, teams that deliver, and a rhythm that drives efficiency. It’s not about more meetings. It’s about making decisions, setting the pace, and doing the hard work when it counts.
Whether it’s launching a PMO, rescuing a stalled project, or untangling a messy org chart, the focus is moving forward. Once the path is clear, I start walking.
Doug Tompkins, founder of The North Face, once said, “Commit and then figure it out.” That's how I build. I stay grounded in strategy and the why—but I’m equally committed to moving the ball down the field and getting things done. ​Ideas are everywhere. Execution is rare.
Value Creation
I focus on building businesses that last. That means aligning leadership, operations, and capital around a clear purpose—not just to grow, but to stay strong over time. It’s about knowing when to move fast, when to pause, and when to refine.
Whether it’s integrating acquisitions, launching new operations, or simplifying complex problems, the goal is the same: create structures that hold up under pressure. That’s the standard I work by.
Leadership
From my experience, leadership is about showing up—especially when things are unclear or difficult. It’s staying calm, being decisive, and bringing clarity when others can’t.
I’ve led through acquisitions, culture clashes, and periods of rapid, high-stakes growth. I’ve worked to bring calm during many situations that have been complex, political, or off track. I lead with humility, focus, and a steady hand to get the job done.