The arc matters more than the titles.
I started in real estate development and construction, built a digital company, helped transform a traditional media business into a digital-first operation, and today lead across growth strategy, technology, AI, analytics and organizational design. The through-line is strategy close enough to the business to change the result.
From physical assets to digital growth to AI-enabled operating systems.
Executive leadership across a national portfolio spanning growth strategy, digital operations, customer acquisition, marketing technology, AI, analytics, budgeting, resource allocation and organizational design.
Selected work includes capability ownership decisions, revenue architecture, in-house acquisition, portfolio growth planning and modernization of marketing and operating systems.
Helped move a traditional media organization toward a digital-first business model, building capabilities across acquisition, CRM, analytics, digital products, technology and revenue programs.
The work required more than adding digital channels; it required changing how the business acquired customers, understood audiences and created repeatable digital revenue.
Founded and operated a digital strategy, technology and customer-acquisition company with responsibility for P&L, staffing, partnerships, business development and client delivery.
Programs built and operated during this period contributed to more than $225M in attributable client and partner revenue.
Operating leadership across real-estate development and construction, including workforce planning, project economics, approximately $15M in annual construction budgets and more than $100M in assets.
That experience shaped how I still think about growth: capital, timing, capacity and execution all matter as much as the idea.
A few ideas I use to make decisions.
They are less about management style than about where I think leverage actually comes from.
If priorities, capital, people or attention do not move, the strategy has not yet reached the operating model.
Customers, teams, boards and partners need a shared explanation of what matters, why it matters and what should happen next.
The constraint may sit in economics, product, trust, capacity, follow-up or a handoff that is quietly destroying value.
When producing options becomes cheap, deciding which option deserves action—and inspecting the result—becomes more important.
Not every task. Enough of the logic, data and workflow to challenge assumptions and redesign the system when the old one no longer makes sense.
I started by building and operating businesses long before my career centered on marketing or technology. That path is why I tend to look at growth horizontally: market, narrative, economics, customer, technology and execution are usually parts of the same problem.
Based in Morgantown, West Virginia, with roots in real estate, entrepreneurship, digital growth and executive leadership. I’ve spent my career close to the point where strategy has to become a business result.