Throughout my career, I’ve been drawn to organizations at moments of transformation — the specific, high-pressure moments where someone has to build the operational backbone while the business is already moving at full speed. That’s the role I’ve played, repeatedly, across four very different industries.

At Ashford Textiles, I rebuilt operations for a $100M+ manufacturer with no modern systems in place — the kind of foundational work that gives leadership visibility they’ve never had before. At SKLZ, I rebuilt global distribution during a fast-scaling e-commerce pivot, freeing up $5M in working capital while funding international expansion. If your organization is scaling fast and your supply chain hasn’t caught up, this is the kind of transformation I bring.

At Helix, I built the supply chain function from the ground up, then scaled COVID-19 testing from zero to 100,000 tests a day across 3,500+ sites in under eight months — a crisis where supply chain judgment was the business strategy, not support for it. If your organization is navigating regulatory complexity or crisis-scale growth, this is the kind of judgment I bring.

At Veracyte, I built the company’s first dedicated Supply Chain and Facilities organization, led an $18M laboratory facilities build-out, and now evaluate operational feasibility for active M&A targets — meaning my read on supply chain is a gating input on whether a deal happens at all. If your organization is evaluating growth through acquisition, or needs supply chain judgment at the deal table, this is the kind of strategic partner I am.

I’ve also spent a decade building a public voice in the field — founding sustainSCM in 2015, hosting “Supply Chain Minute,” and serving on Biocom California’s Cold Chain Committee and BSMA’s Supply Chain Steering Committee. If you’re looking for board or advisory judgment that’s already tested in public, that’s part of what I bring too.

I hold an MBA from Brandeis International Business School and a B.A. from Cleveland State University.