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Executive Strategy & Operations
I design the strategy that turns creative ambition into scalable, measurable performance.
My work sits inside IP-driven organizations, entertainment, and media, where vision is compelling, talent is exceptional, and the distance between strategy and execution determines whether growth compounds or stalls.
What I Do
I partner with founders and senior leaders to architect the revenue strategy, operating infrastructure, and cross-functional alignment that makes scale possible, especially when growth, transition, or complexity have outpaced the existing model.
Over the past decade, I've built and led operating systems, revenue teams, and go-to-market infrastructure inside organizations where the failure mode is consistent: vision is clear, people are capable, and ambition is high — yet progress slows because strategy hasn't been translated into the systems that sustain it.
That gap is where I'm most effective.
How I Work
My approach is consistent regardless of context:
Identify the real limiting factors. Create shared clarity at the leadership level. Design the strategy and systems that make execution inevitable.
Entertainment and media organizations scale or fail based on how well engagement, narrative, and human behavior are understood, and operationalized. I've spent my career building organizations where those dynamics are treated as strategic inputs, not afterthoughts.
Experience & Scope
I moved into leadership early, managing large teams and complex programs while still in my twenties. I later co-founded and operated a multi-site B2B business, owning strategy, operations, growth, and the systems that made scale possible across multiple markets.
That foundation shaped how I operate today: close to the business, accountable for outcomes, and acutely aware of how strategic decisions cascade through people, processes, and performance.
In subsequent roles, I've served as a senior strategic partner to founders and executive teams across IP-driven organizations, including:
Launching B2B distribution channels that stabilized revenue and improved margins
Leading cross-functional teams across operations, marketing, and product with clear accountability structures
Installing governance frameworks, OKR systems, and executive reporting that improved leadership velocity
Translating complex performance data into strategic narratives that leadership can act on with confidence
When I'm Brought In
I do my best work alongside leaders who value judgment, trust, direct communication, and long-term durability over short-term noise.
I'm most effective when stakes are high, the vision is strong, and what's missing is the strategic architecture to perform against it. I'm not a maintenance hire. I'm brought in when leadership is ready to close the gap between where the organization is and what it's capable of.
Today, I focus on senior strategy and business operations roles within established organizations and well-capitalized growth stage companies where creative ambition and financial performance need to move together.
I do my best work alongside leaders who value strategic judgment, direct communication, and long-term durability over short-term noise.
Open to conversations with leaders navigating growth, transition, or inflection-stage scale.
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