20+ years of P&L ownership, operational scaling, and financial leadership across B2B SaaS, marketplace, media, and medical aesthetics. The vocabulary changes. The model never does.
Managed investment analysis and strategic oversight of a nine-figure real estate portfolio. Grew managed assets by 120% through disciplined capital deployment, financial modeling, and market-cycle positioning. Built the financial modeling discipline that would define every CFO and COO engagement that followed.
Directing financial operations for an Inc. 5000 #414 medical aesthetics company during merger integration. Full P&L ownership, GAAP reporting, and board-level financial strategy. Leading M&A due diligence and post-merger financial system unification to scale EBITDA from $12–15M to $30–40M. Building the KPI framework across the combined entity from scratch.
Rebuilt revenue operations and financial infrastructure for a growth-stage media company operating at negative margins. Delivered the company's first profitable quarter within the engagement. 50%+ increase in lead generation, 70% profitability improvement, 30% operational efficiency gain through systems redesign and team restructuring.
Founded and scaled a B2B SaaS and marketplace platform from zero to 100+ affiliate locations across 32 states. Built and led a 200+ person organization through five rounds of capital formation, securing $5M+. Achieved $335M projected annual pipeline, $43.2M in annual cost reductions, 68% YOY efficiency improvement, and growth from 300 to 11,000+ monthly users. Strategic partnerships with NASCAR and Formula One.
Managed strategic oversight, investment analysis, and financial modeling for a nine-figure real estate portfolio. Grew managed assets by 120% through disciplined capital deployment and market-cycle positioning. Developed the multi-stakeholder financial discipline that defined every executive role that followed.
Every company I have joined had the same underlying issue: they could see the numbers but not the reason behind them. The model existed but nobody owned it. The team was there but the system was not.
The 68% Framework is not a methodology. It is a diagnostic. Find the clarity gap. Build the system around it. Measure everything that matters and nothing that does not. That is what produced 68% YOY efficiency improvement at Wallabing, 70% profitability improvement at Harper Belmont, and $25M+ in EBITDA growth at Upkeep Ventures.
Took a marketplace concept with no revenue to a $335M projected annual pipeline across 32 states in seven years. Built the operational and financial infrastructure that made it possible: the affiliate model, the performance framework, the 200-person organization, and the $5M+ capital stack. Everything from zero.
CFO. COO. CEO. Whatever the mandate requires. DFW-based, available nationwide, open to relocation for the right seat.