• Embedded in a senior leadership capacity at a boutique coaching and strategy firm, functioning as the de facto Chief of Staff — owning operating rhythm, strategic planning, client delivery infrastructure, and executive decision support. • The active client base grew 3x during this period. That growth held together because the delivery infrastructure — OKR frameworks, operating cadences, governance mechanisms — had been built to scale without trading away execution quality or compliance discipline. • Designed quarterly and annual strategic planning cycles for client organizations, translating executive priorities into sequenced roadmaps with clear ownership — enabling faster decision-making and eliminating the recurring rework that results from misaligned stakeholder expectations. • Developed and standardized a library of reusable workshop materials, proposal templates, and client engagement documents — eliminating the need to build from scratch for each engagement and freeing an estimated 10 to 15% of the CEO’s time for higher-priority strategic work. • Built KPI and OKR frameworks for Wildfire Strategies’ internal operations from the ground up — defining success metrics, identifying data sources, and creating performance dashboards that gave leadership measurable visibility into organizational performance for the first time. • Designed KPI and OKR frameworks and performance dashboards for client organizations across professional services and healthcare — translating leadership priorities into measurable outcomes and giving executive stakeholders a structured basis for tracking progress against strategic goals. • Reduced recurring misalignment across product, operations, finance, and technology by establishing decision logs, structured leadership forums, and cross-functional accountability mechanisms — surfacing risks earlier and compressing cycle times. • Produced board-ready materials including strategy briefs, decision memos, and performance decks in a standardized format — ensuring consistent structure across all executive-level communications and delivering materials on time without exception.

• Advised CEOs and senior leadership teams across professional services, regulated industries, and growth-stage organizations on strategy, operating models, and execution during periods of change, scale, or uncertainty. • Structured unstructured business problems into clear hypotheses, decision frameworks, and phased execution roadmaps, enabling leadership teams to move from analysis to action. • Guided an early-stage product company through foundational business planning — organizing IP assets, structuring manufacturing and import logistics, and developing US market segmentation from a standing start. • Supported small and mid-sized clients on brand development, market strategy, and aligning vision to actionable plans across professional services and regulated industries. • Led business development and client liaison work including outreach strategy, service development, and ancillary strategy support. • Completed formal mediator training, deepening applied expertise in conflict resolution, negotiation, and facilitated decision-making across complex stakeholder environments. • Participated in a post-graduate research initiative with Columbia University faculty and alumni exploring how organizational conflict manifests and compounds in complex institutions — with a focus on groupthink, the erosion of productive dissent, internal fragmentation, and the conditions that cause alignment to break down. Studied frameworks for building psychological safety, restoring trust across divided stakeholders, and creating shared organizational goals that transcend departmental boundaries. Deepened expertise in confidentiality, neutrality, and the facilitation of difficult conversations — skills directly applied across client engagements.

Held P&L responsibility across three departments — IT, Lean/Process Improvement, and Auditing — managing a team of 15–20 in a 24/7 port environment where operational failures had immediate revenue consequences. • Led Lean methodology implementation and trained departmental champions across the organization, driving $1M+ in cost savings from day-to-day operational improvements. • Optimized the IT deployment roadmap, identifying efficiency opportunities that delivered an additional $100K+ in IT budget savings — separate from the Lean initiative results. • Designed a terminal-level strategic planning framework — later shared to international subsidiaries as a template — improving execution discipline, performance visibility, and cross-functional coordination across the DP World network. • Led a mission-critical server room upgrade and cloud-based backup deployment supporting 24/7 port operations, executed between vessel movements with no operational disruption. • Served as Regional Communications Officer and primary liaison between the regional office and Corporate Communications at global HQ — ensuring consistent messaging, strategic alignment, and information flow across markets in a high-stakes, time-sensitive operational environment. Sales & Marketing Manager | DP World – Global Logistics & Infrastructure New York, NY | Aug 2008 – Jan 2012 • Increased dispatch process efficiency by 15% by leading a collaborative cross-functional process review with Operations and Finance — delivering measurable speed and reliability improvements for the local customer base. • Developed and executed value-based service strategies for both land and maritime customers, negotiating international contracts to maintain profit margins and open new revenue streams. • Built stronger partnerships with major maritime customers by defining local market strategies and facilitating beyond-the-gate initiatives, significantly enhancing terminal service capabilities. • Joined through the GOLD Trainee program — a competitive, immersive leadership track designed to compress 10–15 years of terminal management experience into two years — and progressed to full leadership within the program cycle.

Nine-year progression earned through performance at every stage — from management trainee to call center supervisor, then across into Marketing and Strategic Planning, and ultimately into an embedded strategy, risk, and PMO role supporting the Sales organization at an enterprise level. Stage 1: Management Trainee to Call Center Supervisor • Supervised 6 direct reports and oversaw 200+ call center staff across rotating shifts; owned operational metrics and service performance for the center, building accountability systems that linked daily activity to customer satisfaction outcomes. Stage 2: Marketing & Strategic Planning • Collaborated in the design and implementation of an integrated strategic planning process that helped align resource allocation and interdepartmental work plans across the organization. • Managed a planning budget exceeding $1M across Sales, Customer Service, and International Services — delivering under budget through efficient network traffic rerouting and resource optimization while exceeding marketing performance targets against year-over-year stretch goals. Stage 3: Strategy, Risk & PMO (Chief of Staff-Adjacent) • On my own initiative, developed a risk monitoring framework that sorted projects into on track, at risk, or late categories — weighting at-risk items by their cross-functional impact on the broader portfolio. Paired this with scenario contingency planning embedded into the business development process. • Designed and executed the annual strategic planning cycle for 200+ senior leaders across multiple geographies — including full event production, facilitation, and executive follow-through — generating a repository of 300+ strategic initiatives that became the operational foundation for the newly established PMO. • Put in place KPI and OKR reporting infrastructure, including performance dashboards that changed how portfolio reviews ran — less time on status updates, more focus on whether outcomes were actually being hit. • Developed a comprehensive initiative-mapping framework covering 300+ strategic projects — clarifying dependencies, sequencing constraints, and rollup to enterprise priorities — adopted by the newly established PMO as its operational foundation.