I turn complexity into clarity, and then into systems that run themselves.
I build the systems behind growing companies.
Turning messy operations, manual work, and scattered information into infrastructure teams can actually run on.
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I build the systems behind growing companies.
Turning messy operations, manual work, and scattered information into infrastructure teams can actually run on.
Get in touch →
Growth creates complexity — more clients, more people, more tools, more data, more decisions.
I figure out where that complexity is creating friction, then design the systems, processes, and automation that make the business easier to operate.
When work is spread across tools, conversations, and people's heads, I design the structure that connects it.
Clear ownership, workflows, priorities, and one reliable place to understand what is happening across the business.
I turn tribal knowledge into processes people can actually follow.
That means documenting what matters, removing unnecessary steps, defining ownership, and building workflows that can run without the person who created them.
I look for work that shouldn't require a person in the first place.
I map repetitive workflows, simplify them, and use automation and AI where they actually pay off — across internal operations, reporting, data flows, and decision support.
A business should be able to answer basic questions without chasing people for updates.
I build dashboards, reporting systems, controls, and operating rhythms that make performance, capacity, ownership, risk, and priorities visible.
Sometimes the problem isn't another process. It's that the tools don't talk to each other.
I design the layer between platforms, APIs, databases, and workflows so information moves where it needs to go without creating more manual work.
Sometimes that means fixing one broken workflow. Sometimes it means redesigning the operating layer underneath an entire company. The common thread is complexity — I make it structured, visible, and scalable.
I'm an operations and systems leader with a background spanning engineering, financial operations, performance marketing, automation, and AI. I tend to work where business problems and technical systems meet.
I don't start with a tool. I start by understanding how the business actually works. Where information enters. Where decisions happen. What people are doing manually. Where ownership gets unclear. What depends on someone remembering something. What leadership can't see.
Then I design the system around the problem. That might mean rebuilding a workflow, creating an operating system, connecting platforms through APIs, designing reporting infrastructure, documenting a critical process, or automating work that shouldn't be manual anymore.
The goal is simple: build infrastructure that can keep up with the company using it.
I've built systems in manufacturing, global enterprise operations, performance marketing, and fast-moving agencies. Different environments, same underlying work: understand the complexity, create structure, and make the operation easier to run.
Lead operations for a fast-moving e-commerce growth agency, working across client services, delivery, creative, paid media, retention, and development.
I design and improve the systems the company runs on, from project management architecture and delivery workflows to capacity visibility, client health, reporting, documentation, automation, and AI-enabled operations.
A large part of my role sits between functions. I turn leadership priorities into executable systems, identify operational bottlenecks, define ownership, and build the infrastructure that gives the team and leadership a clearer view of what is happening across the business.
Turning fast-moving execution into a measurable operating system.
Joined the company in an affiliate marketing role and grew into leading operations as the business scaled.
I helped build the operational infrastructure behind that growth, including team structure, processes, financial operations, reporting, documentation, automation, and new revenue operations.
My work covered both the operational and analytical sides of the company, from invoicing, receivables, forecasting, and performance visibility to publisher operations, tracking infrastructure, AI automation, and systems designed to replace repetitive manual work.
Building the infrastructure behind a company while the company is growing.
Worked on commercial and financial operations for large global accounts.
Managed and supported invoicing, expense tracking, reconciliation, forecasting, profitability analysis, reporting, and sales operations across multiple stakeholders and simultaneous projects.
This is where I learned to operate inside complex organizations where accuracy, controls, documentation, and financial visibility matter.
Started in production planning and later moved into process engineering.
Built operational dashboards from scratch, monitored production and plant capacity, coordinated between production and customer-facing teams, and turned operational data into information leadership could use. Later applied statistical process control and process analysis to manufacturing operations.
This is where I learned to think in systems.