for technically complex companies.
Customer-centered operating support shaped by thirty years across technical, commercial, and operating roles.
The conditions vary by company and stage. The role is to manage the complexity the CEO deals with every day: organizing the work, keeping it visible, and making sure it moves.
Meeting structure, planning rhythm, and follow-through that help the leadership team stay aligned.
Board meetings, investor updates, leadership reviews, and internal decisions. The work is preparing the context, tradeoffs, materials, and follow-up so the decision process is clear.
Priorities made visible, ownership made clear, dependencies surfaced, and decisions carried into execution without adding unnecessary process.
Work that spans teams or sits outside a single function: partnerships, market work, operating model changes, special projects, and sensitive initiatives that need clear handling.
Across thirty years and six companies, I have worked close to founders, CEOs, technical teams, customers, and partners when strategy, execution, and market direction needed to be connected in practical ways.
Across those companies the work included standing up operating models from scratch, shaping market positioning, building early commercial pipelines, and translating between technical depth and executive decision-making at scale.
Systems thinking. Execution bias. Cross-discipline range.
This works best when the CEO is looking for a senior operator who can work alongside them with autonomy, absorb context quickly, move across functions, and carry important priorities without adding complexity.
A small number of engagements are active at any given time. If the work described here is relevant to what you are building, email is the right place to start.