Senior strategy, operations, and program leadership for complex initiatives that cut across teams, systems, and business priorities. I step in when the work is important, ambiguous, and needs an experienced owner to move it from decision to execution.
01/Approach
Most organizations do not lack smart people, good ideas, or functional expertise. The harder problem is what happens when an important initiative crosses teams, competes with day-to-day priorities, and does not have a natural owner.
I have spent more than fifteen years working in exactly that space. I started at the intersection of business and technology and have since led work across enterprise transformation, strategy, operations, growth, M&A, AI, and executive leadership.
The subject matter changes. My role is remarkably consistent: understand the problem quickly, create structure, connect the right people, surface the decisions that need to be made, and own the work through execution.
The next stage
Experience across companies of very different sizes gives me context for what happens next.
For growing organizations, that often means putting the right systems, processes, ownership, and operating discipline in place before they become urgent, while avoiding structure the business does not need yet.
The goal is not to make a small company behave like a large one. It is to make today’s decisions with a clearer understanding of what will scale tomorrow.
02/Selected Outcomes
18,000
employees across 46 countries moved onto one global HRIS platform, on time and on budget.
$100M+
growth transformation co-led with McKinsey inside a private equity-backed business.
40+
regional payroll providers consolidated into one global operating model.
6
fragmented sales organizations unified into one global sales force, with revenue operations built from the ground up.
4
acquired companies integrated into one parent across systems, people, and process within six months.
0 → 1
institutional fund operations built from the ground up for a founder-led private credit business.
03/Where I step in
The mandate may be different every time. The pattern usually is not: important work spans functions, the path forward is not completely defined, and someone needs to see the whole picture while staying close enough to the details to keep it moving.
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04/Background
The problems I’m best at solving rarely belong to just one function.
My career has taken me across strategy, operations, technology, transformation, M&A, AI, and complex program leadership. That range has made me especially effective in the messy middle, when the problem is important, the answer is unclear, and someone needs to connect the dots across the business.
I’m particularly good at getting into a business quickly, understanding what is actually happening, and turning ambiguity into a practical path forward. Sometimes that means setting strategy. Sometimes it means redesigning an operating model, leading a transformation, integrating an acquisition, building a new capability, or simply getting a complicated initiative unstuck.
I’m also endlessly curious about how companies work. I love learning a new business, recognizing patterns, and using that broader perspective to shape an approach that fits the situation rather than forcing a standard playbook.
Today, I do that work through Lift 1A Consulting, partnering with CEOs, founders, investors, and leadership teams on the problems that rarely fit cleanly into a single job description.
Outside of work, I’m an Aspen native now based in North Carolina and a mom to two girls. I grew up skiing and swimming, spent years teaching spin, and still love an early morning that starts with something active. I’m also an enthusiastic golfer with an unreliable putter and a voracious nonfiction reader, always interested in learning more about the people, ideas, industries, and systems that shape the world around us.
Independent consulting experience
Current independent work reflects the same range, spanning operating leadership, enterprise transformation, AI, technology, and founder-stage advisory.
Full-time experience
Credentials
05/FAQs
I work across founder-led companies, venture-backed technology businesses, private equity-backed organizations, and larger enterprises. The common denominator is usually an important initiative that crosses functions and needs experienced leadership to move it forward.
Common engagements include enterprise technology and transformation programs, M&A integration, operating model work, AI and automation, growth programs, executive special projects, and fractional strategy and operations leadership.
All three. The structure depends on the mandate. Some clients need ownership of a defined transformation or program. Others need ongoing fractional COO, Chief of Staff, or strategy and operations leadership.
Both. I am often brought in because the work requires senior-level judgment without creating another layer between the strategy and the execution.
Usually when something is important enough to need senior ownership, complicated enough to span several parts of the organization, and not easily solved inside one existing function.
Yes. One of the advantages of working across organizations at very different stages is knowing what tends to become important later. For growing companies, that often means identifying which systems, processes, roles, and operating practices should mature now, which can remain lightweight, and which decisions will be far more difficult to revisit after the business has grown around them. The goal is enough structure to support the next stage, not bureaucracy for its own sake.
06/Contact
If you have an important initiative that needs an experienced owner across functions, I’d be glad to hear what you are working on.