I've spent 20+ years in operations and technology leadership — building PMOs, leading agile transformations, and helping executive teams navigate the messy reality of organizational change.
Most recently, I served as Chief Operating Officer at the Film Musicians Secondary Markets Fund, where I led operations across IT, project management, and cross-functional programs. Before that, I spent over 12 years at Cornerstone OnDemand, rising from Senior Project Manager to Vice President of Strategic Program Management — including through a private equity acquisition that reshaped the entire company.
Career Highlights
What I've learned along the way
I've led teams through agile transformations, post-acquisition integrations, and the kind of organizational growing pains that come with scaling from startup to enterprise. I've managed a technology organization of 1,200 people, owned P&L for a $25M government contract, and built internal consulting practices to tackle cross-departmental dysfunction.
But here's what I've really learned: most "process problems" are people problems in disguise. And most "people problems" are actually process problems that no one has named. The hard part isn't picking a framework — it's figuring out which problem you're actually solving.
My approach
It's tempting to show up with a pre-defined playbook. I don't do that.
My first step is always to define the problem — not assume I already know what it is. I listen to every member of your leadership team, look for the patterns they can't see from the inside, and only then start working on solutions.
I'm pragmatic. I draw on Lean, Agile, SAFe, and two decades of operational experience — but I don't force frameworks onto problems they weren't designed to solve. I tailor the approach to what your team actually needs.
A bit more about me
I'm based in Los Angeles. I have an MBA from Southern New Hampshire University, a BA in Management and Organizational Leadership from George Fox University, and I studied History at Whitman College — which taught me that most organizational dysfunction has been happening for a very long time.
When I'm not helping leadership teams get unstuck, I'm probably reading about Roman history, tinkering with productivity systems, or analyzing weather patterns in places I might want to live someday.