01
Growth has outrun the operating system
Demand is real, but capacity, processes, tools, or management depth have not caught up.
Operating leadership · Founder-led consumer & ecommerce · Austin, Texas
I build the operating capability behind ambitious growth.
I help founder-led consumer and ecommerce businesses turn growth into durable operations—from systems and fulfillment to leadership and cross-functional execution.
- Revenue environment
- $2M → ~$80M
- Annual volume
- ~750K orders
- Organization
- ~7 → ~80 people
- Products launched
- 250+
01
Who I am · Problems I solve
I am most useful when the business has outgrown informal coordination.
I started in customer service and grew into the broad operating role inside a fast-moving founder-led company. That path taught me to see the business from the customer backward and the operating system forward.
My strength is not a single function. It is understanding how the functions connect, finding the point that deserves attention, and helping capable people move together.
02
Too much still routes through the founder
Cross-functional decisions keep returning to one person, slowing the business and consuming leadership attention.
03
Critical work lacks clear ownership
The initiative crosses functions, the stakes are high, and progress depends on someone creating alignment, accountability, and momentum.
02
Selected operating results
Operating capacity built for the weight of growth.
The founder’s promotion and audience created demand. My responsibility was the operating capability behind it.
$2M → ~$80M
Revenue environment
Held broad operating responsibility as a founder-led company grew.
~7 → ~80
Organization growth
Built management capacity and operating rhythm as the team scaled.
600 → 30K sq. ft.
Core fulfillment footprint
Expanded capacity in deliberate stages as order demand increased.
~2,000 / ~750K
SKUs / annual orders
Supported a high-volume ecommerce operating environment.
250+
Products launched
Coordinated commercialization across suppliers, operations, inventory, IT, and fulfillment.
8 managers
Leadership scope
Led an operating organization of approximately 50–55 employees.
03
Three operating decisions
Judgment becomes visible in the work.
Selected examples with sensitive company details omitted. The scope, decisions, and outcomes are factual.
01
Growth infrastructure
Building operating capacity without losing control
Situation
A founder-led consumer business was growing faster than the systems, leadership depth, and physical infrastructure supporting it.
Decision
I built the business case for an enterprise ERP, led the cross-functional implementation, expanded fulfillment in stages, and developed managers who could own recurring work.
Outcome
The operating environment supported growth from approximately $2M to approximately $80M in annual revenue, roughly 2,000 SKUs, and about 750,000 annual orders.
02
Business continuity
Protecting revenue when a critical partner walked away
Situation
A primary payment processor gave 30 days’ notice, putting checkout revenue and recurring billing at immediate risk.
Decision
I coordinated the search, merchant partners, ecommerce staff, developers, testing, and cutover—then separated the subscription path to protect recurring transactions.
Outcome
The replacement went live without interrupting customer purchases or recurring billing.
03
Distribution strategy
Replacing an assumed answer with better network economics
Situation
A rapidly expanding consumer company expected its eastern distribution site to be in the Carolinas.
Decision
I compared two-day delivery reach, real-estate economics, trucking distance, fuel use, and replenishment time, then recommended Columbus and supported concurrent launches there and in Kansas City.
Outcome
Approximately 62,000 square feet of regional capacity strengthened the network’s ability to reach most of the continental United States within two days.
04
How I approach a business
Clarity first. Then accountable execution.
The goal is not to make a complex business look simple. It is to make the next important decision clear enough to act on.
01
Learn the operating reality
Listen to the people closest to the work and understand the real operating flow before proposing a fix.
02
Find the constraint
Separate the visible symptoms from the issue actually limiting progress, service, or scale.
03
Decide and align
Make the tradeoffs visible, recommend a direction, and align the right people and resources around it.
04
Build lasting ownership
Stabilize the work, develop capable leaders, transfer recurring responsibility, and look for the next constraint.
05
Resume · Experience · Contact
The right operating seat starts with an honest conversation.
I am available for operating leadership opportunities and select advisory work with founder-led consumer and ecommerce businesses where clear judgment, practical execution, and durable ownership matter.