I bring more than 25 years of operating experience to strategy and leadership. I’ve built a services business, managed direct reports, and led colleagues across functions. I help people understand complex business challenges, choose what matters, and turn shared direction into action.
I built Ricoh Color Services into a seven-figure business, managing six Color Consultants directly and leading another ten colleagues across functions. As the consultants increasingly took on implementation and sales support, product management and marketing became central to my role.
For nearly 15 years, I have matrix-managed dozens of people across functions with different responsibilities and priorities. That experience has taught me to connect business direction with the expertise, capacity, and judgment of the people who will put it into practice.
More about my experienceStrategy starts with understanding the business challenge before committing to a solution. I listen to different perspectives and separate what we know from what we assume.
The people closest to the work often see things that a plan can miss. Their experience helps reveal how customer needs, capabilities, incentives, and competing priorities fit together. It also helps distinguish real constraints from limitations we have simply learned to accept.
Working with business leaders and functional experts, I turn that understanding into a few clear choices: which outcomes matter, where to concentrate effort, and what can wait. That shared direction gives people the context to make good decisions in their own work.
Teams can do excellent work within their own responsibilities and still miss opportunities between functions. Understanding how their work connects makes trade-offs, dependencies, and duplicated effort visible. Collaboration allows their capabilities to reinforce one another and contribute more to the business as a whole.
There are usually more worthwhile ideas than the organization can pursue well. Choosing priorities means weighing their contribution, testing assumptions about resources, and being clear about what will receive less attention. Broad understanding should lead to fewer, more deliberate commitments.
People need to understand the purpose, the choices behind it, and where they have responsibility. Direction should be clear enough for specialists to apply their judgment, coordinate with others, and adapt as they learn. Execution depends on that shared understanding.