In the early part of my career, I came up through industrial design and product development—learning how to take ideas from concept to real-world manufacturing, and how to make tradeoffs that hold up under cost, quality, and scale.

From there I moved into larger operating roles, including Staples, where I led strategy and execution for a $4B product portfolio. That experience shaped how I think about growth in practical terms: portfolio discipline, brand standards, customer truth, and the systems required to bring innovation to market repeatedly—not just once.

As I took on senior leadership roles, my focus shifted from individual products to how organizations build durable growth capabilities: how decisions get made, how teams align, how priorities are sequenced, and how work actually moves. I’ve worked across consumer and enterprise contexts—helping leaders connect strategy to execution and integrate R&D and marketing for faster iterations and cohesive visuals at a lower cost.

Today, I split my time between leading operations and growth at Sprout Studios as COO/CGO and running Konsidr, my independent advisory practice. Across both, my work centers on the same problem: bringing clarity to high-stakes decisions, accelerating change through operating cadence, and helping teams execute with focus.

Along the way, I’ve learned a few things:

> Clarity is not a deliverable—it’s the condition that makes impact possible.

> Progress requires more than intent; it requires a cadence that converts decisions into movement.

> Strong teams are built by setting direction, establishing decision rights, and creating environments where people can do their best work.

> Strategy only matters when it survives contact with execution.