Established a private enterprise to provide strategic, financial, organizational and talent development, and operational guidance to Boards, investors, small business leaders, entrepreneurs, CEOs and management teams. Retained by a diverse group of companies to provide expertise in strategic planning, M&A, growth execution, operational rigor and results-oriented financial leadership. Aid CEOs and management teams in developing strong corporate cultures, people-driven operating models, and technology-enabled service delivery platforms.

Joined a new Board of Directors of a high end security business and a leading provider and integrator of global protection and security engineering services to federal government customers, owned by Enlightenment Capital. Advise the PE firm, CEO, Leadership Team and Board on strategic, financial, human capital, M&A and operational initiatives to help the business grow and evolve.

Joined the Company as a Senior Advisor to support the business as it evolves to a PE portfolio company, now owned by Capitol Meridian, Declaration Partners and 22C Capital.

Collaborated with the Board, CEO and senior management team of a 111-year-old non-profit and multi-level healthcare-based retirement community with 450+ employees serving ~500 older adults. Guided long-term strategy development, growth initiatives, fundraising, business development, infrastructure design and organizational development. Served as a member of the Finance Committee.* Engaged stakeholders in a long-term planning process to evaluate overarching mission and direction, crystalize strategic thinking, and leverage core competencies better to compete in a changing industry and market landscape.* Recommended strategic alternatives, culminating in affiliation with a major healthcare organization, which provided much needed debt relief, capital investment, and stronger functional resources.* Strengthened governance structures, improved regulatory compliance, and advanced the implementation of data-driven financial practices and targeted multi-source fundraising.* Supported management in optimizing a $28M annual budget, building a high-performance culture, and improving operational efficiency.

Joined a start up health care business to advise the CEO/management team on finance organizational structure, fundraising, financial reporting, talent development and growth.

Partnered with a leading technology and healthcare private equity firm to pursue acquisitions in the Aerospace, Defense and Government Services sector.

Joined a newly created Board of a $90M, 350-employee technology-enabled services business owned by SNH Capital Partners. Advised the PE Firm, CEO, Leadership Team and Board on strategic initiatives to advance business transformation, organic growth and operational execution in a dynamic growth business operating in the human capital tech-enabled services sector. Involved in M&A, finance, governance, market expansion, technology and human capital projects.

Advised Altamont Capital Partners on buy-side acquisition strategies, including due diligence and deal structuring to co-invest and acquire a platform government services company. Appointed Board Chairman, and partnered with the newly appointed CEO to devise value creation efforts: sustainable growth, margin expansion, financial stewardship, business transformation and monetization. * Executed targeted growth efforts that increased revenues 70%+ and EBITDA ~80% despite the most challenging market in nearly 2 decades.* Delineated exit strategy, culminating in business sale in 2017 to Constellis, a private equity-backed competitor as part of a business roll-up.* Established a formal Corporate and Advisory Board. Implemented framework for discussing material projects/plans and taking decisive action on key business initiatives.* Created Audit, Compensation, Risk and IT Security Committees/Councils. Set the tone for strong governance, risk management, compliance and security from the boardroom to field operations.* Transformed a Founder-owned business to a performance-driven private equity portfolio company by leading CEO search/selection, and upgrading and strengthening the executive team.* Scaled revenue producing staff by 67% (800 people), introduced a focused business development, and shifted from 5 years of minimal growth to 8 new customers worth ~$500M in total contract value.* Leveraged CFO acumen to build a strategic finance organization. Hired a growth-oriented CFO, developed new FP&A team, and formalized strategic planning process.* Controlled costs in alignment with revenue fluctuations, increased growth investments, and negotiated new debt structures to support growth.* Invested in technology to provide data-enabled strategic planning, predictive analysis, financial modeling, actionable information and operational rhythm consistent with PE expectations.

Joined an inaugural advisory board of a regional home healthcare provider of Medicare-certified skilled homecare, hospice and virtual care. Guided an entrepreneurial Founder/CEO on strategic planning, structured business growth, organizational development and market positioning. Advised on M&A, new ventures, growth initiatives, leadership development and transformational change.* Partnered with the CEO on organic and inorganic growth plans and new business ventures, which grew business from $50M to $250M+ over 7 years, and 5-year run as one of Pittsburgh’s “100 Fastest Growing Companies”.* Evaluated long-term strategic growth alternatives to enhance corporate value creation and support next level growth culminating in strategic acquisition by a large public investment company.* Provided 1:1 CEO and senior management coaching to digest significant organizational growth/change, build a strong corporate culture and people-driven operating model, and develop high quality, technology-enabled service platforms.

Member of the senior management team that orchestrated the Federal Government’s 1st privatization in the form of a Federal Government care out, creation of an Employee Stock Ownership Plan (ESOP) and built a market-leading services business. * Played a significant role in the transformation of a $50M, 700+ employee government agency into a $1B+, 7.5K employee diversified global business with 25K+ government and commercial customers.* Drove significant organic and inorganic growth with enterprise value increase from $15M to $1.5B, and EBITDA growth from privatization to $185M over a 13-year period.* Post 2003 sale, assisted new CEO and 2nd generation management team in business revitalization following 20%+ EBITDA decline in 2004. Doubled EBITDA to $185M and grew revenues 60%+.* Led investor outreach to private equity, investment banking and financial communities. Co-led sell side deals and monetized the business and returned $1.6B+ in cash consideration to shareholders, including ESOP and private equity owners: The Carlyle Group and Welsh Carson. * Delineated a multi-year acquisition program, culminating in 8 transactions generating significant strategic and financial value accretive to earnings, and added upwards of $400M in revenues.* Managed sizable debt and equity investments, and reviewed and analyzed hundreds of acquisition and investment opportunities.* Led first-ever strategic planning process that created significant structure for growth planning initiatives* Built a complete strategic finance, accounting and treasury infrastructure from scratch during changes from federal government agency to ESOP and evolved and strengthened functions upon private equity ownership. * Maintained a rigorous audit and compliance record, and ensured transparent communications with the CEO, Board, PE Firm and Audit Committee.

Advanced on the fast-track with one of the largest employee-owned professional services firms offering IT, operations, logistics, training and engineering services to the US government. Served as a key leader of a $200M, 2K-employee newly created IT services division, spent a year in corporate finance supporting acquisitions, and completed tenure as the top finance executive for a $100M newly created, high-end, high-tech multi-division group with IT/data services, energy and communication operations.* Interfaced with senior executives, customers, auditors and acquisition candidates during strategic analysis, financial reviews of corporate and subsidiary operations, contracts and transactions.* Created pricing models and proposal development processes for contract submissions, including a $3.5B DOE bid and $1B US Postal Service bid and contract.* Introduced financial controls and operational enhancements that significantly improved profitability over 2 years. Won distinction as the most improved profit center in the company.