Examples of My Work

These are real engagements, across different industries and decades. Each one shows the question as it arrived, what the work revealed, and what changed as a result.

How Performance Is Produced

What produces the result today, and where does that chain break down?

Results come from a system. Too often, attention narrowly focuses on a single function, channel, or initiative. These stories show what happens when the actual mechanics of performance are examined directly.

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Recruiting Performance

The Journey Nobody Owned

The Army's recruiting program had substantial media investment, multiple systems, and a high-volume lead funnel, and the work was usually framed as a marketing question: generate more leads and move prospects through the funnel faster. But when I traced the path from initial interest to enlistment, the larger issue became clear. Media, CRM, creative, analytics, and recruiter workflows were each optimizing their own work, while no one owned progression through the full recruiting journey.

Better performance required more than better lead generation. It required a connected operating model built around helping qualified prospects take the next step.

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Retail Expansion

Testing the Assumptions Behind Growth

A market-by-market analysis showed that the apparent expansion runway behind Sears Dealer Stores' ambitious growth plan was far smaller than leadership believed.

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Marketing Investment

Connecting Marketing Spend to Revenue

Connected keyword-level marketing activity to downstream patient revenue, replacing appointment-based proxy metrics with a clearer basis for investment decisions and increasing revenue by 10% without additional spend.

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How Value Is Created

What must come together for the customer outcome to exist, and what role should the company play?

Customers buy complete outcomes, not components. These stories examine what a business must own, what it should get from partners, and what every essential participant needs in order for a model to work.

Technology Commercialization

The Company Ember Needed to Become

Ember had valuable technology, but customers did not buy mesh networking in isolation. They needed a complete embedded-wireless solution, including radio hardware, networking capability, data collection, and applications that could produce a useful operational outcome. I began by mapping what that outcome required and where Ember could create the most value. That made clear the company needed more than a product strategy. It needed to decide what it should own, what it should obtain from partners, and what role it could credibly play in a much larger ecosystem.

The answer was not to build every missing capability internally. Ember needed to concentrate on its networking advantage and build the ecosystem required to turn that advantage into a solution customers could actually use.

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Venture Design

Testing the Incentives Behind a Two-Sided Model

Helped test a digital home-improvement venture with homeowners and contractors, revealing that strong consumer interest could not overcome weak contractor participation in the original model.

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How a Strategy Delivers

What must the organization build, change, and stay focused on for the strategy to deliver the value it promises?

A strategy can be compelling on paper and still fail to deliver. These stories are about building and protecting the operating conditions a strategy requires in order to create the value it promises.

Retail Strategy & Operations

Building the Business the Strategy Required

The Sears Grand concept combined frequent-trip categories with differentiated Sears strengths, creating a store designed to compete in a broader retail environment while giving customers more reasons to visit regularly. I was recruited back to help turn that strategy into an operating reality. That meant translating the concept into a working model: new merchandise categories, new customer expectations, new systems and processes, and store organizations capable of executing a materially different retail experience.

A strategy does not deliver because the idea is compelling. It delivers when the organization builds and protects the operating conditions the strategy requires.

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