About me
My career has never followed a straight line, and that's exactly the point.
I started in management consulting and private capital (PwC, Prudential), where I learned to think in systems, stress-test assumptions, and make a case with numbers. Then I pivoted into creative strategy and entrepreneurship, where I learned that the best idea in the room means nothing without the right people and the right conditions to bring it to life. That combination, financial rigor meeting design thinking, still shapes everything I do.
I joined Target and spent years building new growth engines. Progressive roles took me from product innovation to enterprise growth leadership, reporting directly to C-suite executives and leading cross-functional teams across strategy, product, finance, and operations. Along the way I've managed portfolios exceeding $550M in annual revenue and shepherded concepts from whiteboard to functioning business units.
What makes me different isn't a methodology. Most strategists analyze. Most operators execute. I do both at scale. I see the forest and the trees, and I build the paths between them
Why This Work Matters
Early in my career I watched too many great ideas die in PowerPoint. They had real merit but nobody could bridge the gap between the insight and the org. Since then, I've made it my mission to be that bridge.
I'm most energized when strategy becomes a functioning business, when "could this work?" becomes "here's how we scale it." What drives me isn't just growth. It's building businesses that solve real problems and create lasting value for customers and companies alike.
How I Lead
I've led teams ranging from small, scrappy innovation squads to large cross-functional organizations spanning multiple business units. Here's what stays consistent regardless of the size of the team:
I build clarity before I ask for commitment.
My teams know where we're going, why it matters, and what winning looks like before we take the first step. I translate complexity into decision-ready recommendations so the people around me can move with confidence, not confusion.
I lead with curiosity, not hierarchy.
The best insight in the room rarely comes from the most senior person. I build environments where every voice is heard, dissent is welcomed, and the decision-maker is always clear. That combination, psychological safety alongside accountability, is where the best work happens.
I hold innovation to the same standards as the core business.
Bold ideas need financial discipline. I build governance and capital allocation models that give new concepts room to breathe while keeping them honest. And when the math stops working, I make the call to pivot or exit early. I've paused and shuttered more than a few concepts in my career. That's not failure. That's stewardship.
What’s Next
I'm currently exploring my next chapter and open to conversations about senior leadership roles in growth, strategy, and innovation.
If you've read this far and thought 'we could use someone like that,' I’d love to chat.