Operational architecture at the intersection of finance, equity, and operations — for the leaders building institutions worth inheriting.
I take on a small number of engagements at a time. Not because of scarcity strategy, but because the work I do is structurally deep — it doesn't reward divided attention.
If you're looking for a vendor who'll deliver a deck and disappear, I'm not the right fit. If you're looking for a thinking partner who'll sit inside your organization's most complex questions and help you build the answers, keep reading.
I'm not for everyone. I'm for organizations operating at the intersection of mission and complexity — where the easy answers ran out a while ago.
Nonprofits and purpose-driven companies navigating leadership transitions, financial stabilization, scaling, or strategic pivots. The infrastructure built for the last chapter isn't going to hold the next one.
Sitting executives who don't need a consultant or a coach — they need someone who's done the work, can read the situation in three sentences, and will tell them the truth. Quarterly counsel, asynchronous when needed, deeply present when it matters.
Governance-level work for boards facing CEO transitions, executive accountability questions, or organizational crisis. I bring fiduciary fluency, equity-centered design, and a banker's eye for what the documentation isn't telling you.
Different organizations need different kinds of presence. These are the three structures I find work — each shaped by what's actually being asked of the work, not by what fits a billing template.
Recurring, multi-month engagement embedded inside the work. I become part of the executive thinking — sitting in on key decisions, building infrastructure alongside the team, and shaping the operational architecture as it emerges. For organizations in genuine transition where the build is the point.
A bounded, intensive look at a specific operational system — HR infrastructure, financial controls, succession architecture, decision-rights design. Mixed-methods assessment, prioritized recommendations, and a phased implementation roadmap. For organizations that need clarity before they need transformation.
Lighter touch, ongoing relationship. Quarterly check-ins for sitting executives who want a peer to think with — someone who already understands the texture of operational leadership and can help you see around the corner. Asynchronous between sessions when the moment requires it.
Selected engagements from the past several years. These are pattern recognitions, not deliverable lists — the kind of work that tells you what the next engagement might actually look like.
What began as a comprehensive HR audit evolved into a full COO role. Built from a mixed-methods assessment that identified critical policy gaps, established 24-hour response infrastructure, and created the baseline metrics that now drive enterprise operations across people, finance, and partnerships.
Standardized recruitment processes for senior consultants and VP-level roles, built structured onboarding and offboarding systems, and implemented performance management through Lattice. Created scalable HR architecture supporting continued growth across multiple states.
Designed and implemented a Notion-based operating system encompassing project management, dashboards, KPI tracking, and CRM. Led OKR implementation, succession planning, and benefits optimization. Sourced and onboarded four key leadership roles in 42 days during organizational pivot.
Strategic advisory on people infrastructure as the organization scales internationally. Building global HR architecture across continents while maintaining mission alignment and cultural coherence — the kind of cross-border people work that breaks most playbooks.
Compliance isn't the ceiling — it's the foundation.
Operations done well is liberation, not administration.
Trust is the real operating system.
Infrastructure is a form of care.
If those four feel like statements of the obvious — we're aligned. If they feel like provocations — we still might be. If they feel wrong — I'm not your person.
First conversations are 30 minutes. They're exploratory, not transactional — I'm listening for whether the work fits, you're listening for whether I do. No deck, no pitch, no follow-up unless we both want one.