Vibronyx is both a minority- and veteran-owned Supply Chain technology and analytics services company helping clients solve the world’s toughest digital and cybersecurity supply chain challenges. We help organizations better mobilize and fortify their supply chains using technology-enabled services and a pragmatic approach to digital transformation. Leveraging the power of AI, machine learning, blockchain, RPA and other emerging technologies, we design smarter, more efficient and more effective supply chains.

MRJ Consulting was founded in 2018 with my former Centresource colleagues Maureen Higgins and Rami Perry (the respective M and R of MRJ), so we could help clients who are seeking sustainable product market fit and looking to create exceptional customer experiences. We specialize in market development, product planning, user experience, sales strategies and enablement, and we focus on clients who are in turn focused on acquisition, retention, and increasing the lifetime value of customers. Clients come to us when they are looking to take products to market, need to accelerate sales, are working to identify how to grow existing revenue streams or identify/validate new ones and differentiate from competitors. We like to roll up our sleeves and get our hands dirty, and will dive into the research, customer interviews and tactical legwork needed to gather the information our clients need. We believe: - A solid understanding of your customer drives success.-When you provide a truly valuable experience, customers sell for you. -Evidence trumps opinion. -Every business model has an expiration date.

I was asked to take responsibility for both finance and operations at Centresource at the same time we adopted Holacracy - an organizational model that embraces self-management and distributed authority. I honestly didn’t know what Holacracy was when the company owner asked, but I read the book that night and ended up leading our implementation of a flat/decentralized leadership model that borrowed heavily from Holacracy but relaxed some of its more stringent policies. What we have been able to create under this model, with this team, is the most powerful and collaborative working environment I have ever been a part of, and I have a deep wish to share what we have learned with other companies and teams.Under our decentralized leadership model, we worked to distribute information along with the authority to make decisions and the accountability to do work. I trained the company on how to read the P&L, understand how we earned revenue, and understand how individuals could meaningfully impact company performance. I isolated key performance indicators to clearly tie operations to our financial goals, developed a method of team-based revenue forecasting, and dramatically cut unnecessary overhead while retaining and recruiting key talent. I also worked to identify the challenges in shifting to a dramatically new organizational model, and supported the team through managing conflict, holding each other accountable, giving feedback, making tough personnel decisions, and navigating authority.

Yes, I did get this job by responding to a Craigslist ad that asked, "do you love spreadsheets?" And yes, yes I do. My initial operations role at Centresource gave me the opportunity to use the skills I developed at a much larger organization in a way that had a meaningful impact on our bottom line. I developed new and effective ways of forecasting both cash flow and revenue, in addition to changing the way we recognized earned, deferred revenue in order to provide a more accurate view of how and where we were earning money. This role is also where I first realized the necessity of operational agility in a rapidly changing company and market. "It's the way we've always done this" should never be justification for unnecessary process - and I worked to identify and strip away inefficient legacy policies and processes to create a more operationally agile team.

By running a music festival I discovered that I loved operations almost as much as I had always loved music. Initially I began volunteering for the festival as a writer and social media marketer, but for the final two years of the event I assisted the founder/president with all aspects of planning and execution, before and during the festival. Generally, I was responsible for handling anything that needed to be handled - from coordination of booking, marketing, and artist relations in preparation for the event, to on-site festival operations including staff/volunteers, registration and box office. I also made sure Foster the People got their laundry done.

I began my tenure at Gaylord as a driver of the boat ride located in the Gaylord Opryland Resort - right out of college, for the first six months I lived in Nashville. By the end of my seven years at the company, I had transitioned to become a part of the national sales team and discovered my love for research, analysis, and the power software has to help collaborative teams. The skills I developed in sales operations, financial forecasting, and software product management set me up well to respond to a job opening that asked "do you love spreadsheets?" and begin working at a technology company.