"Simply said...he gets things done."

Immediate Impact

I'm a rainmaker. A business driver. A practical-creative. A 20+-year senior executive (COO/Executive Director/SVP) with over 30 years of total business management experience primarily with small to mid-sized privately-owned entities and nonprofits, though I've worked for some major corporations earlier in my professional career, as well. Widely recognized for my tireless drive and entrepreneurial mindset, I find ways to monetize and deliver on the mission, value, and benefits of organizations to seamlessly keep customers coming back and the business moving forward financially, technologically, and operationally. I strategize via comprehending the "big picture", taking in the 50,000 foot view, identifying risks and opportunities, and planning moves and counter-moves in advance. I implement tactically by maintaining a hands-on, servant-leadership, start-up mentality, with an integrity-driven, genuine, and positive "get-it-done" attitude in day-to-day activities and actions. 

I'm open to executive and director-level opportunities where I can leverage my strategic operations, business development, continuous improvement, fiscal and operational efficiency, and other capabilities. Contact me to learn more about what I can do for your organization.

What is “Strategic Operations”? 

The strategic operations of a company consists of business strategies the company utilizes to grow and prosper as an organization. A successful strategy often relies on operational efficiency within the company, where elements such as employees, software and inter-departmental divisions are all working at their maximum output with little ineffectiveness and superfluity. Efficient operations include well-managed time, resources and funds. While they are related, there are key differences between operational efficiency and strategic operations.

Planning

Strategy takes planning, including creating financial budgets, project budgets and growth projections that divisions can use to keep operations on track. Operational efficiency is the execution of the strategic planning. While last-minute planning can be done to perfect operational efficiency, the bulk of planning is done during strategic sessions.

P.E.S.T. Analysis

Depending on the company, operational strategy often involves an analysis of external political, economic, social and technological factors outside of the company. This method is known as P.E.S.T. analysis and can steer a company toward devising a better plan of action. While strategy includes this external analysis and further internal analysis that examines the relationship between areas of the company, operational efficiency is usually only internal and unrelated to external factors that operational strategy has already assessed.

Execution

Operational efficiency should be considered an ever-evolving, continuous process, with efficiency perfected on a weekly or even daily basis. Within a business quarter, the face of operational efficiency within a company can change dramatically. Operational strategy, on the other hand, is usually conducted on a monthly or quarterly basis, when top-level and mid-level managers meet to discuss overall company goals and objectives, and how those will be met each month or quarter.

Innovation

Although they are mutually dependent, operational strategy and operational efficiency also inform each other, according to HCi Journal, which states that the functions of operational effectiveness "must fit together and work together to implement the strategy." These functions within operational efficiency, though, can often "create the opportunity for strategy development by inventing new technologies or methods" that operational strategy may not have conceived or developed.

"...one of the most competent and reliable people..."

It doesn't matter what the field or category of business, I have the intellectual capacity, drive, and proven ability to quickly ramp-up on and intrinsically understand and analyze business risks and opportunities, translating them into programs and projects (or adjusting those that exist) that manifest directly into bottom- and top-line revenues. In short, I work to become a recognized subject matter expert in service to my employer and/or apply my business savvy in order to make an immediate impact.

Going back to my first day in the early 90's as an entry-level manager for Performance Bicycle Shop at the flagship retail store in Carrboro, NC, for two weeks prior to my first day on the job I learned everything I could about bicycles from every possible standpoint. I was a neophyte - sure, I owned and could literally ride a bike - but I knew nothing from a technical or competitive standpoint about the sport or the equipment. I talked to the engineers who designed the bikes, amateur and pro cyclists, and bike builders/mechanics; read manuals and materials on products and services. My first week there I sold 5 bikes - causing a stir amongst senior managers and HQ. I ended up selling more bikes in my first year, which was in less than a year, than anyone else in the company. 

I've taken that mentality and drive - what I consider an individually-based "start-up mentality" - with me and applied it everywhere I've worked. At the Gap, Inc. as a Store Manager (highest Unit Per Transactions in the region; most improved gross margin, most improved loss, most improved year-over-year P&L), as a Financial Specialist at First Union National Bank (highest premier account sales and new investment revenue), as a Corporate Trainer at First Commonwealth Federal Credit Union (creating what were called some of the most informative and well-organized/presented trainings by senior management) and beyond.

At the International Aloe Science Council where I served as Executive Director (2008-2014), I learned everything I could about aloe vera and the issues that industry faced, to the point where within less than two years in to serving in the position I co-authored the chapter on the ingredient published by the National Institutes of Health-Office of Dietary Supplements (Encyclopedia of Dietary Supplements, Second Edition) and was representing the industry to congressional offices and in dealings with major governmental agencies (Food & Drug Administration, National Toxicology Program).

Most recently I entered a completely new arena - federal contracting for professional services. I quickly ramped up on all things contractual, operational, and tactical - resulting in significant contract wins, improving organizational processes, and bottom-line increases as well as cost savings.

Contact me to learn more about what I can do for your organization.