I'm an operations executive at my best where things are ambiguous, unstructured, or under strain. I step in, map how the operation truly works, find the constraint holding everything back, and rebuild it into something that runs cleanly and scales. That through-line — organizational design, process improvement, and risk and compliance management — has held across three very different worlds. Two decades in the Navy, much of it at the military's most elite special-operations command, taught me to walk into unfamiliar territory, learn fast, and build teams and systems that perform when the margin for error is zero. I carried that discipline into the Fortune 500 as an Acting General Manager, owning a multi-site business unit and its full P&L and turning around service and customer performance by redesigning how the work flowed. Then, as a nonprofit's founding Executive Director, I built the operating model, financial and compliance infrastructure, and leadership team a growing organization needs — and began the technology modernization that made it AI-ready. Different missions, same pattern: diagnose the binding constraint, redesign for scale, and make the new way of operating stick. I own P&L and strategy, drive cross-functional execution by influence, and increasingly put AI and modern systems to work so people can focus on the mission. Areas of focus: Strategic Planning, Stakeholder Engagement, Workforce Planning, and Vendor & Contract Management. MBA — Strategy, Supply Chain & Operations Management, and Business Analytics.