Operational leadership for firms that need scale, discipline, and execution—not theory.

I’m a Fractional and Interim COO with 15+ years of experience helping accounting, advisory, and PE-backed professional services firms stabilize operations, improve margins, and scale with discipline.

My background spans senior leadership roles inside large firms and hands-on COO execution in mid-market and growth-stage organizations. I’ve led firmwide operations for a 180-person PE-backed firm, driven growth strategy and operating alignment across a $90M portfolio at a national advisory firm, and supported enterprise transformation initiatives for Fortune 500 organizations earlier in my career.

Today, I work directly with firm leaders who need an experienced operator to diagnose delivery challenges, redesign operating models, modernize workflows, and execute change—without disrupting client service or partner economics.

Experience

I’m a Fractional and Interim COO with 15+ years of experience helping accounting, advisory, and PE-backed professional services firms stabilize operations, improve margins, and scale with discipline.

My background spans senior leadership roles inside large firms and hands-on COO execution in mid-market and growth-stage organizations. I’ve led firmwide operations for a 180-person PE-backed firm, driven growth strategy and operating alignment across a $90M portfolio at a national advisory firm, and supported enterprise transformation initiatives for Fortune 500 organizations earlier in my career.

Today, I work directly with firm leaders who need an experienced operator to diagnose delivery challenges, redesign operating models, modernize workflows, and execute change—without disrupting client service or partner economics.

What Makes My Approach Different

I don’t operate as a traditional consultant. I embed with leadership teams, take ownership of execution, and focus on practical outcomes: capacity, utilization, margin, and accountability.

My work typically includes:

• Operational diagnostics across people, process, and technology

• Service delivery and operating model redesign

• Utilization, capacity, and workforce planning

• Workflow modernization, automation, and AI-enabled reporting

• Organizational design, role clarity, and change leadership

• M&A and integration readiness for PE-backed firms

The result is a more scalable, predictable operating model that supports growth without sacrificing quality or control.

Who I Work With

I primarily support:

• Accounting and CPA firms

• Advisory and professional services organizations

• PE-backed services businesses and SaaS-enabled firms

Engagements range from fractional or interim COO leadership to focused operating model and margin optimization initiatives.

Background & Credentials

I hold a JD/MBA and bring a strong understanding of organizational design, risk, and governance alongside operational execution. My career includes leadership roles at national advisory firms, consulting experience at Deloitte and EY, and COO leadership within PE-backed environments.

I work with founders, managing partners, CEOs, CFOs, and PE operating partners who need a steady hand to move from complexity to clarity—and from plans to results.