Work and leadership
My work is creating clarity, developing leaders, strengthening commercial systems, and making predictable growth possible.
across operations, sales, and commercial leadership
multi-site business unit led across six clubs
industrial commercial portfolio managed
people led through a multi-level leadership team
Executive snapshot
The work beneath growth
“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.
Leadership in practice
The industries changed, but the work remained consistent: understand the system, create clarity, and help people execute.
MasterTile
I learned the operation from the warehouse forward, rebuilt customer trust, and treated territory growth as a whole-business problem—not a prospecting contest.
Annual revenue grew from roughly $30,000 to more than $1.2 million in the first full year.
Vision Engineering
I clarified expectations and strengthened the commercial rhythm across a dispersed team, representative network, and distributor channel.
Canada grew 17% and the Pacific Northwest grew 12%.
Cogent Solutions & Supplies
I balanced customer value, margin, resources, and long-term opportunity across a large industrial portfolio.
Monthly gross profit increased from approximately $25,000 to $45,000.
What I hope people carry forward
I hope they remember a fair standard, honest support, and leadership that made them more capable—not more dependent.
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.
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.
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.
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.
The résumé gives the full chronology. These are the lessons that stayed.
Mid Valley IT · 2026–Present
I currently help organizations across California’s Central Valley examine managed technology, cybersecurity, business continuity, and the operating risk beneath them. The work keeps leadership practical: earn trust, diagnose the real need, and make the next decision clearer.
MasterTile · 2003–2009
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
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
I led an $18 million business across six clubs and more than ninety people. Budgeting, forecasting, staffing, coaching, customer experience, and revenue became one connected system.
Cogent Solutions & Supplies · 2020–2023
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
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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