Earn respect beside the team.
A title never felt like enough. I earn trust by knowing the work, spending time in the field, going to bat for people, and staying present when pressure is real.
Work and leadership
Build the organization that produces the number.
My work is creating clarity, developing leaders, strengthening commercial systems, and making predictable growth possible.
20+ years
across operations, sales, and commercial leadership
$18M
multi-site business unit led across eight locations
$40M
industrial commercial portfolio managed
90+
people led through a multi-level leadership team
The work beneath growth
I enjoy building more than maintaining.
“The industries changed. The responsibility remained consistent.”
My professional life began in warehouse operations and grew through management, purchasing, customer service, territory development, sales leadership, P&L responsibility, and regional commercial leadership.
The common thread is building: a territory, a team, a leader, a forecasting rhythm, or a system that helps good people make better decisions.
What I hope people carry forward
The measure is who they become after I am no longer their leader.
I hope they remember a fair standard, honest support, and leadership that made them more capable—not more dependent.
Make accountability transferable.
The goal is not dependence on my approval. It is to build the judgment, discipline, and self-accountability people need to lead themselves and eventually others.
Remember the person behind the number.
Results matter, but people are not tools. I want every person I lead to know their effort is seen, their ideas are respected, and their life is bigger than the role.
Make the open door safe.
People should be able to disagree, bring a better idea, or tell me I missed something without protecting themselves afterward. Leadership includes correcting course.
I do not want people to remember only that we hit the number. I want them to remember that they mattered and that our work prepared them for what came next.
What the work taught me
The résumé gives the chronology. These are the lessons that stayed.
MasterTile · 2003–2009
Learn the whole business
I moved from warehouse operations into management, purchasing, customer service, and territory leadership. Rebuilding the Bay Area grew annual revenue from roughly $30,000 to more than $1.2 million in the first full year.
SureWest Communications · 2009–2010
Scale leadership, not just headcount
A three-person sales operation grew to approximately forty professionals led through four Sales Managers. Growth proved that an organization cannot scale by making one leader the answer to every question.
California Family Fitness · 2014–2020
Connect the operating system
I led an $18 million business across eight locations and more than ninety people. Budgeting, forecasting, staffing, coaching, customer experience, and revenue became one connected system.
Cogent Solutions & Supplies · 2020–2023
Use judgment, not revenue alone
I managed a $40 million industrial portfolio while monthly gross profit increased from approximately $25,000 to $45,000. Healthy growth must balance customer value, margin, resources, and durability.
Vision Engineering · 2023–2025
Create alignment across distance
I led seven Regional Sales Executives, four Manufacturer Representatives, and a distributor network across seven Western states and Canada. Canada grew 17% and the Pacific Northwest 12% as expectations and execution became more consistent.
Contact
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Essays about leadership, identity, family, ambition, and reinvention.
Open to senior commercial leadership conversations from a Sacramento base.