I've Operated at the Scale You're Trying to Reach

Founder & CEO

Why I Coach the Way I Coach

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I spent 17 years in banking — 15 at BNY, one of the world's largest financial institutions, and 2 at Ameriprise — and I started where the real operating discipline lives: in operations. As a Lean Six Sigma Black Belt, I was brought in as an internal consultant to fix parts of the bank facing revenue, profitability, or management challenges. That's where I learned to diagnose a business before prescribing a fix — find the actual constraint, not the symptom everyone's already arguing about.

In 2013, I spent most of the year in India implementing OCR and machine learning through robotic process automation — years before most companies had even heard those terms together. From there I moved through roles as Head of Product, VP of Program Management and Business Transformation, and eventually Chief of Staff to the COO, supporting a $2 billion expense budget and 26,000 employees worldwide.

My final banking role was Head of Private Credit, running syndicated loans. In 24 months, we grew that business from $187 million to $305 million in top-line revenue — by fixing the operating system underneath it, not by adding headcount or hoping harder.

After banking, I led a healthcare staffing company through a different kind of test. The business had scaled fast — then the market shifted hard. Pay rates compressed, hospitals tightened hiring, and the people side of the business became harder to hold onto. It needed a professional operator, not another strategy session.

I came in and built what was missing: an operating system, a real meeting cadence, and data-driven decision-making the leadership team could actually run on. I overhauled marketing and the sales organization, renegotiated major technology and lease agreements, and built a new system to make sure the company got paid in full and on time by the facilities it served. I also mentored the leadership team directly — because the exit only worked if the business could run without me in the room. In 2024, that work led to a successful exit.

Two very different businesses. The same underlying truth both times: growth doesn't stall because people aren't working hard enough. It stalls because something specific — a process, a system, a dependency on one person — has hit its ceiling. Find that constraint, fix it, and the business moves again. That discipline, refined across two banks and a healthcare staffing turnaround, is the foundation of the P7 Framework.

I coach from the operator's chair, not the sidelines. Every constraint I help you find is one I've had to find and fix myself — in banking, in a market-pressured turnaround, with real money and real people on the line both times.