I lead the transformation of industrial and service businesses where growth, margin, and operating model need to be rebuilt together.

A new channel strategy without operating readiness is just a pipeline you can’t fulfill. A new operating model without GTM alignment is efficiency that doesn’t grow anything. The work I do sits at the intersection — building the infrastructure that lets a growth thesis actually execute.

Today I run 3nine’s North American operations as President — full P&L, go-to-market, and operations for a Swedish-headquartered industrial technology company. In the past year, we’ve redesigned a legacy direct-sales model into a scalable channel architecture, implemented EOS, and built the leadership team to support a 3× revenue growth trajectory.

I operate across four domains that most companies try to fix in isolation: Go-to-Market Transformation, Channel & Distribution Strategy, Service & Lifecycle Economics, and Operating Model Overhaul. The common thread is building commercial and operational architecture with P&L accountability.

Before 3nine: 31% revenue CAGR and 77% market share growth at ELGi North America. $4M in working capital unlocked through supply chain restructuring at OXCO. On-time delivery taken from ~10% to 91% while standing up national operations at a venture-backed startup. A 6-site SAP consolidation exceeding $1.7M in savings at Baker Hughes. Six years as a US Air Force officer leading global logistics operations.

The industries change. The problem doesn’t: a business that has outgrown its operating model and needs someone to rebuild the commercial and operational architecture so the growth thesis actually executes.