Acting as interim and fractional COO for clients to implement business operating models, increase sales, standardize procedures, create playbooks, and implement technology solutions. Transforming organizations through strategic leadership.Integrator, COO, & CxO for Force Scaling, Entrepreneurial Operating System (EOS), and Empire Operating System.(Formerly PPT Partners, LLC)

Brought in to establish scalable operational controls, reporting procedures, and systems to position construction and renovation business for sale. Drove sales growth and improved operational profitability/productivity by executing management, technology, and cost reduction strategies. • Direct team of 11 department heads with a total headcount of 74 across 4 locations in GA, FL, and TN; coached leaders and provided actionable feedback weekly to improve individual and department performance. • Established holistic hiring process to ensure effective recruiting, onboarding, performance management, productivity, and retention; added predictive index and behavioral, cognitive, and job assessments. • Implemented structure surrounding day-to-day organization-wide operations infrastructure, systems, processes, talent, accountability, and role definition, descriptions, and expectations. • Developed metrics-based analysis for daily/weekly performance and monthly profit, generating KPIs and clean data across Product, Sales, Operations, and P&L.

Developed strategic solutions to improve performance for Sales, Marketing, HR, Operations, IT, Sales Support, and the Call Center. Implemented strategies, systems, and processes to support business growth. Developed and managed budgets. Analyzed and tracked KPIs to inform data-driven decision-making.• Increased annual gross revenue from $3M to $4M (33%) in 2022 and 67% YoY by implementing measurable and realistic goals for the sales team and mandating daily sales support team accountability.o Improved deals over 45 days by 18% and raised average deal size by 29% by creating a sales playbook with standardized procedures, scripts, and cadences.o Increased lead conversion by 20%, doubled marketing cold call-to-lead ratio, and increased sales support lead volume by 40% after transforming the scripting of several key positions.• Managed 23 direct reports and 4 department heads, performing employee reviews and developing corrective action plans; motivated, coached, and led a high-performance management team. • Streamlined system usage by 70% and total number of systems from 21 to 6 by installing a single multi-functional, low-code ERP and CRM. • Reduced new employee turnover from 60% to 11% by blending multiple hiring systems into a single seamless process and developing sourcing/screening practices to identify qualified talent.• Hired 18 well-qualified employees; authored and implemented a corporate handbook.

Hired to build out Southeast Region and expand organization’s footprint. Developed and executed sales processes. Implemented operating rhythm to ensure regional KPIs were met. Strived towards creating scalable sales processes and enabling team, overseeing all sales, Marketing, Contracts, and Customer Service activities.• Exceeded $500K annual quota by 15% in the first year and 11% in the second; owned full-cycle sales process, from initial discovery to close, inspecting and negotiating 6 large transactions within 10 months.• Raised Salesforce usage time from 2% to 45% in 3 months, cut reporting time by 90%, and shrank data collection time by 60% by leading project to automate CRM. o Increased each salesperson’s productivity by 6.5% by automating daily reporting to the CEO.• Maximized sales team efficiency by 25% and enhanced operations support by developing business process maps to guide technical vendors in implementing the CRM.

Recruited to scale business operations for a small company into an extensive corporate enterprise; reported directly to CEO. Defined and developed sales operations division, creating measurement tools to gauge the sales processes. Managed three direct reports and the operations for three additional departments supporting sales. • Multiplied P&L by 2.5X ($400K to ~$1M) in one year by analyzing operations, identifying areas of improvement, and developing a strategic roadmap that aligned company objectives with a phased execution.• Generated $725K within 9 months, 50% ahead of target, exceeding goals for sales activities by 36% by building and leading organization’s first sales department, including implementing hiring and onboarding processes.• Boosted number of sales-qualified leads (SQLs) by 125% by collaborating with marketing director to develop data-driven marketing strategies that targeted high-potential leads. • Increased sales activities by 112%, generating 20% more sales within the first 6 months by reversing stagnation between wins due to long sales cycle and reconfiguring compensation and bonus structure.

Hired to lead, train, and coach a team of 16 property and casualty insurance account managers across 4 offices. Promoted to lead team of 22 AMs across 6 offices and manage 2 business units (BUs) with an $1.87M operating budget. Supervised 3 additional India-based consultants as lead of the Offshore Implementation Team. • Led offshoring initiative and introduced training processes for new global account managers.o Led closure of 4 redundant branch offices, working with HR to develop transition plans and conduct exit interviews.o Realized 17% reduction in labor costs and $300K in operational cost savings after streamlining processes through automation and transferring 40% of account management tasks offshore. • Designed and implemented a new candidate evaluation process, leading to 3 new high-quality hires in 18 months.

Led $52M+, 5-year, multi-phased project to upgrade Navigator software as Project Manager. Selected to lead in recognition of developing an automated underwriting system in 2003, project leadership ability, and aerospace expertise. Gathered and translated requirements across cross-functional teams.• Achieved $35M-$50M in annual cost savings after launching Phase 1 of the project. Collaborated with lead PM on project details and directed several aspects of project design, user interface, and data analysis. o Created active models to determine optimal ways to utilize data as actionable intelligence.• Saved $50K by designing and A/B testing new Graphic User Interface (GUI) independently.• Led 4 leaders to design 3-week training for all employees nationwide. Reported 90% CRM utilization within 60 days.

Led and coached 8 underwriters and 6 assistants. Developed and implemented sales strategies, processes, and best practices. Managed $350K budget. Designed and delivered underwriter training program 4 months ahead of 1-year estimate that reduced onboarding time from 9 to 3 months and led to 14% reduction in losses.• Increased total written premiums over 3 years by 109%+ across 4 critical lines of business in a soft market, with an average renewal rate of 96% and total revenue increase of $574K (34%-62%). • Increased new business revenue by 21% and decreased lost opportunities by 50% after creating and implementing a targeted account profile that improved RFP review efficiency by 87%.

Envisioned Jeteffect's new subsidiary as Acting Head to bring insurance broker business serving aviation markets for private air transportation inhouse. Liaised with owner on all marketing and corporate structure decisions. Established processes and best practices to convert leads into sales.• Designed and executed framework to generate quality leads as an independent broker and referral partner that moved company from small regional market focus toward large, high-value sales on a national level.• Rocketed agency from zero to on revenue target and increased new business 11% in the first 6 months of operation by securing 2 large clients from multi-national brokers.• Ensured clients were satisfied and didn't cancel contracts after last agent departed. Quickly resolved any lingering customer issues.• Initiated multi-year contracts so that new agents wouldn't be forced to resell accounts during transition period.

Commissioned to develop relationships with aircraft owners and buyers to increase total sales revenue. Managed sales lifecycle from customer cultivation through post-sell account management and support.• Established a new market segment and conceptualized and launched a sister company, VLJFX, in one year by using a customized strategy to sell smaller turboprops and ultralight jets, boosting Jeteffect revenue by 12%.• Created recognition without compromising Jetteffect’s reputation. Created exclusive branding to ensure launch success.• Secured contract from a buyer who was ready to back out of a deal during negotiations after defending the terms.

Hired and quickly mastered risk selection and pricing. Evaluated aviation insurance risks ranging from small aircraft to flagship airlines collected from the broker network. Performed a deep dive into the entire profile; negotiated pricing and terms and provided pricing service to win over business with brokers. • Awarded AIG innovation "Big Idea" prize for developing and implementing an automated underwriting system, subsequently adopted company-wide until 2012 upgrade project. Increased accuracy / quality from 82% to 96% and saved large annual operational costs. • Expanded risk approval and supervisory authority several times and achieved Employee of the Quarter 3X in 3 years.• Discovered new or under-utilized revenue streams to offset projected 20% renewal losses. Exceeded new business premiums by 160% with loss ratio far below (65%) highest standard for new policies.• Achieved 2nd highest level of approval authority after division leader by increasing personal lines of business (POB) throughput by >10%.