Realizeit empowers high-risk industries by delivering verified competencies in essential work-critical skills for safety and success. Our adaptive learning platform integrates seamlessly with existing systems, enabling personalized, efficient training. With expertise in learning sciences and instructional design, we help clients build tailored solutions to meet their specific needs.

Served the President of Willow Creek Association and his executive team by leading them through a proprietary process to develop a new strategy and business model to better serve their global mission given limited resources and shifting needs among stakeholders.Advised the President of ACT, Inc.'s Workforce Division by leading him and his leadership team through a proprietary process to develop and sell-in a new strategy and business model framework in response to a dynamic marketplace for workforce credentials and training that is undergoing rapid change with many emerging threats/opportunities.

Selected to serve as an Advisor to the Office of the CEO and to critically analyze the rapidly changing issues confronting For-Profit Education and threatening the stability of the business. Quickly mobilized expert resources and focused an intense effort to develop strategic alternatives for re-positioning the corporation in the face of intense regulatory and investor scrutiny that was challenging the company’s core business model and depressing its market valuation.

$2B publically traded (NASDAQ:CECO) educational services company with a portfolio of 11 post-secondary institutions (brands), serving over 115,000 students with 13,000 employees, 90+ locations in the US and Europe.Appointed to newly created position to shift the enterprise from a defensive mindset to a more offensive, competitive one during a time when company revenues had stalled as competitor revenues were growing. Challenged to help business units generate top-line growth via new products where no pipeline of new products existed.

Recruited from DeVry, Inc. to leverage industry experience and lead a newly formed business unit ($265m P&L) and management team in a performance turnaround. Challenged to convert a disparate group of declining institutions into a single, cohesive operating unit that was differentiated in the market and growing profitably.

$2 billion publicly-traded educational services company (NYSE: DV) operating a portfolio of four post-secondary institutional brands and two professional education franchises serving over 125,000 students with 10,000 employees in 100+ locations in the US, South America and Caribbean. Promoted to lead operations for DeVry’s fastest growing and most profitable business unit ($250 million top-line; 35% margin). Challenged to continue scaling operations profitably without sacrificing new student growth or compromising customer service while simultaneously integrating new online services with other DeVry brands.

Hired to lead marketing, strategy and business development for DeVry’s professional education division. Challenged to develop and execute a new growth strategy for a business overly dependent on a single product line, with market leadership in jeopardy due to material shifts in market structure.

Completed an extensive consulting engagement with the CEO of Celsis, Inc., – a privately-held $100 million biotech company serving a range of global consumer goods manufacturers. Developed M&A strategy/roadmap and an all-new sales training program for global sales teams.

Leveraged experience developed in classic brand marketing/management and international business development to launch/lead several new business ventures. Gained valuable experience transitioning from large-scale corporate environments, managing full P&Ls and learning critical lessons for operating early-stage/start-up ventures.General Manager, Parson GroupRecruited to serve as General Manager leading the flagship division for Parson Group LLC, a privately-held early-stage, fast-growing professional services company specializing in financial staffing solutions and Y2K project management services for Fortune 1000 companies. Challenged to sustain growth while re-engineering the operations for scale and expansion into new accounts and new service lines. Full P&L responsibility leading the team to achieve fiscal revenue/profit plans.Co-Founder & CEO, MetalMaker, Inc.Led MetalMaker – a privately-held start-up that built a first-of-its-kind web-based platform hosting supply chain management applications customized for the iron and steel industry. Drove the formation of this new venture and provided day-to-day executive leadership as CEO from inception through to liquidation. Raised $18 million in three equity rounds in a 16-month period from a range of investors such as Lehman Bros. Ventures, Portage Ventures, Kelso & Co., Alcoa and several high-profile individuals. Co-Founder & Managing Partner, CleanCokeDrove the formation of CleanCoke, LLC – a privately-held start-up with a proprietary and environmentally-clean production technology for metallurgical coke. Secured a $55 million multi-year purchase order from General Motors.

Global leader in consumer packaged goods and food services corporation (NYSE: PEP) with five major business units generating over $30 billion in revenues globally. Pizza Hut, Inc., operated 5,000 restaurants with $5 billion in revenue as a PepsiCo division until spun off to become the largest business unit of the newly formed YUM! Brands (NYSE: YUM). Director, New Products MarketingPromoted to lead cross-functional teams in new product research, development, market testing and go-to-market launches.Director, National Promotions and Youth MarketingRecruited by former Gallo boss to join national brand marketing team for Pizza Hut. Challenged to develop and bring to market new marketing programs/initiatives to drive sales/traffic growth through 5,000 domestic restaurants.

Privately-held vertically-integrated consumer packaged goods company specializing in the production, distribution, sales and marketing of alcoholic beverages generating more than $1 billion in revenues.Recruited directly out of graduate school (Kellogg) to join Gallo’s newly formed international business development team as part of Gallo’s growth into new global markets for California wine. Posted to live and work in Tokyo, Japan (as an ex-patriot) to assess the Japanese wine market and determine if incremental investment by Gallo would yield required returns. After four months of total immersion in the market canvassing all of Japan’s major metro markets and gathering market data, recommended that Gallo should enter the Japanese market through a wholly-owned, but Japanese-managed distributorship. Secured approval from ownership for a $2 million investment in seed funding and immediately established and began building Gallo Japan Kabushiki Kaisha in Tokyo. Personally led every facet of this start-up initiative ranging from negotiating a liquor license with Japanese officials to hiring Japanese nationals; from securing a base for business operations to re-negotiating terms with existing importers. Successfully launched Gallo Japan Kabushiki Kaisha in one year and developed Japan into Gallo’s fastest growing and most profitable international subsidiary at that time.

Completed a one year assignment to learn-the-business by working in Gallo’s second largest distributorship (San Francisco), quickly learning Gallo’s sales function and product line from the ground up by completing their sales training program, working as a sales representative, sales manager and ultimately as sales director managing third-party distributors. Completed nine months of intensive Berlitz language training to learn Japanese in advance of overseas assignment.

Recruited as a Summer Intern while attending Northwestern University - Kellog Graduate School of Management. Learned the fundamentals of management consulting from consulting veterans and by executing my responsibilities for primary/secondary research, data analysis, strategy development, new product ideation, written communications and presentation development.

Hired directly out of college onto product development team for Nortel's new Networking Division (Nortel's annual global revenue was approx. $5 billion). Specialized in leading-edge network technologies and applications. Moved up through the product marketing ranks by helping domestic key-account teams (i.e., USAA, Kodak, Citicorp, McDonnell-Douglas, etc.) sell large network solutions. Eventually promoted to become integral part of the international sales team responsible for marketing and selling large-scale networks to foreign PTT's and international carriers in Hong Kong, Taiwan, Thailand and the United Kingdom.