Executive overview

Growth and transformation leadership close enough to the business to change the economics.

My career has moved across company building, P&L responsibility, real-estate operations, digital transformation, growth systems, technology and AI-enabled operating change. The common thread is turning strategy into a different operating result.

Current role

President & Chief Marketing Officer · VIQTORY

Executive leadership across growth strategy, digital operations, customer acquisition, marketing technology, AI, analytics, budgeting, resource allocation and organizational design.

$225M+Attributable client and partner revenue generated through programs built and operated.

$100M+Real-estate assets managed with direct operating and capital responsibility.

$2.8MAnnualized operating-cost reductions through restructuring and digital-first operating transformation, before reinvestment.

~20% → ~70%Digital revenue-mix shift during the transformation of a traditional media business toward a digital-first model.

Selected operating work

Three examples that show how I tend to work.

Commercial origination

Building client growth programs that generated $225M+ in attributable sales.

Originating and leading market-entry, direct-response, e-commerce and distribution programs across client and partner businesses.

$225M+ attributable client and partner sales Enterprise reinvention

Restructuring a legacy business for digital-first economics.

Operating-model redesign and capability building while the legacy business still mattered.

$2.8M annualized cost reduction · ~20% → ~70% digital revenue mix Capital & operating leadership

Building capital-intensive development and construction businesses.

Operating leadership across land, development, construction, project economics and third-party multifamily delivery.

$100M+ assets under operating oversight · 2,500+ acres

How I think

Strategy becomes real when resources, capabilities and operating choices move.

I tend to work horizontally across functions because the consequential problems usually do not fit neatly inside one department.

Find the actual constraint.Do not confuse the department that surfaced the problem with the place the problem actually lives.

Move the resources.If capital, people, technology or attention do not change, the strategy has not reached the operating model.

Protect the learning loop.The work should make the next decision better, not simply produce more activity.

Continue

For a deeper view.

Detailed experience → Selected work LinkedIn ↗ Contact