Newport is a unique national business advisory firm that offers experience-based, client-centric solutions that help CEOs and owners of middle market companies grow, de-risk, and realize their company’s value.

I consult with growth companies to achieve results with Operational Excellence fundamentals: Operational Metrics, Customer Relationship Management/Support, Leadership & Employee Culture / Accountability, Technology Enablement, Change Management, Planning / OKR's.

After being acquired by Omnicell / EnlivenHealth, I continued to lead operations for the FDS / Amplicare lines of business. Over 9 months we integrated the various functions into the EnlivenHealth organization. We were able to do this and continue our high customer and employee retention levels.

I was brought into FDS by their Private Equity owner, along with a new CEO, to elevate company performance and position the company for acquisition. My team Implemented Operational Excellence fundamentals to provide scalability, improved customer service and greater efficiency. I revamped the leadership culture resulting in a 50% reduction in employee attrition rate. The team scaled operations to handle a 20% CAGR while increasing efficiency of the core business line by 34%. I oversaw key… Show more I was brought into FDS by their Private Equity owner, along with a new CEO, to elevate company performance and position the company for acquisition. My team Implemented Operational Excellence fundamentals to provide scalability, improved customer service and greater efficiency. I revamped the leadership culture resulting in a 50% reduction in employee attrition rate. The team scaled operations to handle a 20% CAGR while increasing efficiency of the core business line by 34%. I oversaw key channel partner relationships where we doubled our business volumes. I successfully managed a people-intensive business through the COVID pandemic, while maintaining a 9% customer churn rate. In the end, our leadership team managed and scaled the business resulting in FDS/Amplicare being acquired by a leading, publicly owned healthcare technology company, Omnicell. Show less

I joined Erickson Living, a $1B Senior Living Development and Management company, as CIO, as they were coming out of Bankruptcy. I focused on stabilizing the team and retooling the IT culture and image of IT within the company. We also needed to implement a new governance model to ensure we delivered maximum business value to a broad set of stakeholders. Over time, in addition to IT, I assumed leadership of our Project Management Office, and Corporate Operations (Dining, General Services… Show more I joined Erickson Living, a $1B Senior Living Development and Management company, as CIO, as they were coming out of Bankruptcy. I focused on stabilizing the team and retooling the IT culture and image of IT within the company. We also needed to implement a new governance model to ensure we delivered maximum business value to a broad set of stakeholders. Over time, in addition to IT, I assumed leadership of our Project Management Office, and Corporate Operations (Dining, General Services, Resident Life, Risk Management, Business Integration).Some of our accomplishments were as follows:I led the 145-person IT Department with $39 M total annual spend. - Retooled culture to one of customer service, teaming, accountability, open communications and excellence. Awarded ComputerWorld Magazine Top 100 Places to Work in IT, seven years straight. - Consolidated and modernized core platforms and infrastructure in preparation for Digital Future. - Multiple successful large-scale implementations (ERP, sf.com, EMR, Field Services, Dining, MyErickson resident App). - Established Erickson Connect, FIOS-like service providing campus-wide data and voice services for residents and employees. New $5 million revenue stream, growing to $15 million with 30% margin. Outside of IT, I applied Operational Excellence concepts to transform dining program serving daily meals to 24,000 residents. - Converted from batch, institutional cooking to cook-to-order, restaurant-style program. - Successful large-scale organizational change project involving $160 million dining operation for 18 communities, resulting in 15 point increase Resident Satisfaction, 10% reduction in food cost and 25% reduction in inventory. I was asked be a member of the 12-person Corporate Executive Team (CET), where I: - Introduced and led establishment of three Organizational Core Competencies - Initiated and led strategic planning efforts Show less

To scratch my entrepreneurial itch, I became one of five co-founders of venture-backed internet software/services start-up company. Our company, BDMetrics established the market for personalization/networking applications and online event media for the event industry. I held a number of roles, including Sales, Client Management, Operations Management, and Product Management. BDMetrics received numerous company awards including: Innovator of the Year, Hottest Management Team finalist, IAEE… Show more To scratch my entrepreneurial itch, I became one of five co-founders of venture-backed internet software/services start-up company. Our company, BDMetrics established the market for personalization/networking applications and online event media for the event industry. I held a number of roles, including Sales, Client Management, Operations Management, and Product Management. BDMetrics received numerous company awards including: Innovator of the Year, Hottest Management Team finalist, IAEE Outstanding Achievement Award, Incubator Company of the Year, and Baltimore’s Best New Company. Show less

After being CIO for 5 years, I was asked to become General Manager of TekSystems Solutions, a $79 million Information Technology and Communications services unit of a $1.1 billion IT staff augmentation/services company. My responsibilities included strategic planning and day-to-day operations of sales and delivery organizations. We had to manage through the .com crash and right-size the company to return to profitability.

I directed a 300-person IT organization with $80 million budget supporting parent company and 4 operating companies of $3.5 billion staffing services firm. Assumed responsibility for 13 person IT unit in 1995, supporting a $300 million company and transformed group into best-in-class organization, supporting $3.5 billion company in 2000.

Continued advancement through 5 different positions in Sales and Marketing Division of IBM. Continually demonstrated success in large account sales and sales management. Part of pioneering effort to establish outsourcing and services business at IBM. Performed financial analysis and engagement leader roles for large outsourcing deals. Other roles included product and program management for mobile computing and sales force transformation consulting offerings.