I help organizations transition from founder-led leadership to a professionally managed structure, preparing them for the next stage of growth and increased valuation. With a deep understanding of business strategy, operations, and governance, I work closely with companies to establish clear strategies, robust governance structures, and efficient processes. My focus is on building strong management teams, developing board and advisory committees, and implementing systems that professionalize operations and drive sustainable growth.Over the years, I have honed my skills in guiding organizations through pivotal transformations, ensuring they are not only ready to scale but also positioned to thrive in an increasingly competitive market. My approach is collaborative, working alongside leadership teams to identify opportunities for improvement, streamline operations, and create value for all stakeholders.

As the executive managing director, I led 130 team members in AMER and 600 consultants globally while leading transformation initiatives using the anticipate, design, and implement continuous change approach.I developed a new vision and strategy, transformed the consulting into a management consulting company, capitalized on new capabilities, including Future of Work and Workplace Experience, built competent teams, and developed efficient processes to scale the business. I had the opportunity to professionalize the organization using CRM and Professional Service Automation (PSA) tools while managing relationship-building with C-suite clients to ensure the excellence of service delivery of integrated client programs and projects. By the end of my tenure, I had established several holistic business transformation strategies and assembled cross-steering committees of cross-divisional leaders to accelerate C-suite engagement and decision-making capabilities and guarantee continuous growth. Successes include:➜ Attained a 100% top-line revenue increase, a CAGR of 15%, by maintaining existing headcount, enhancing cross-functional collaboration, and improving performance.➜ Championed a 92% average fee per project three-year increase by designing a transformational strategy to solve cross-functional and organizational-wide performance concerns. ➜ Drove a 90% four-year C-suite engagement, directing impactful transformative actions by solving more complex business problems rather than functional point solutions.➜ Increased average project size by 25-30% ($125K/project to $155K/project) and reduced total project count from 330 to 220.ll

For three years, I empowered a team of 40 consultants, negotiating commercial real estate agreements and project deliverables for the core client base. I developed new capabilities, instituted change management strategies, aligned regional long-range goals in the Americas, EMEA, and APAC regions, designed Target Operational Models, and cultivated a sustainable funnel of business partnerships. Under my leadership, we conceptualized outsourcing strategies for 10 Fortune 500 companies dispersed in the US, Canada, Sweden, and India, steered a 25% operational efficiency boost, and achieved cost reduction in the range of 15% from operational efficiency through outsourcing real estate and facilities services for more than five large global companies.

Senior Manager | 2005 - 2009As the senior manager, I worked to spearhead operational audits and to unearth operational inefficiencies. I garnered unwavering support from the BoD for proposed growth initiatives and expanded cash flow and gross profits. While consulting on at least 40 projects in four countries, I slashed operating expenses by shrinking CAPEX/OPEX through workplace strategies, spurred a 15% boost in unit value for partners, and collaborated with key stakeholders and leaders to improve overall operations and lay the foundation for exponential growth.I was nominated as the leader of “Manager Hood,” a committee formed to create a cohort of engagement managers, address their concerns, and help them deliver superior engagement management. I advised and collaborated effectively with corporate functions, corporate real estate, human resources, information technology, procurement, finance, branding, and business. I centralized seven regional departments for the UK Department of Inland Revenue to enable greater efficiency, customer support, and caseload optimization.Manager | 2001 - 2005● Led change management and communication strategy for a project impacting 42,000 employees.● Advised corporate real estate, human resources, information technology, procurement, finance, and branding stakeholders on holistic strategic direction that has cross-functional business impacts.Senior Consultant | 1998 - 2001● Led post-merger integration of a German multinational bank and US investment bank that resulted in an annual cost savings of $1B and increased annual earnings by 10% over 3 years.● Led cross-functional technology system implementations at public and private sector companies, resulting in work process efficiencies and cost savings.