I diagnose what's broken in operations and finance, then build systems designed to scale. Bootstrapped a brand, then spent 10+ years advising 35+ CPG brands. I own outcomes across the full P&L. That's where the work actually lives.
I understand how decisions in operations ripple through finance forecasting, sales velocity, and marketing efficiency. I speak the language of each function while keeping the business whole. When operations manages seasonal peaks, finance needs working capital to fund inventory, and sales wants to push volume. I keep the business whole by making sure they're solving the same problem, not competing for resources. Capital deployed where it actually drives return, volume pushed only as far as our working capital supports. That's the translation.
Rather than establishing one-off spreadsheets or tools, I build systems that deliver actionable data for short, mid, and long-term decisions. Proper systems enable repeatable and proactive execution, allowing brands to challenge assumptions and validate their economic reality.
I've owned revenue strategy, pricing, COGS control, cash flow, team building, and capital deployment. That breadth means I understand trade-offs, spend efficiency, and how to measure real outcomes. I've spent years leading cross-functional teams because I understand the impact that each department has on each other. Building them in sync means building a strong and sustainable.
Product launches and retail exits. Warehousing disasters and supply chain disruptions. Warehouse inspections, facility audits. Product recalls, manufacturing disputes, vendor lawsuits. Chargebacks, funding rounds, COVID slowdowns, business wind-downs. I've managed the good and the bad across 35+ brands. That real-world experience means I aim to mitigate risk upfront and don't panic when problems emerge - I diagnose, solve, and move forward.
Over 10+ years I've worked across 35+ CPG brands at different stages. I've scaled a brand to $26M in revenue while maintaining profitability and advised companies from pre-revenue to $50M. The systems I develop (demand planning models, pricing frameworks, financial systems, supply chain playbooks) are strong because they're informed by learnings across all those different brands and stages. That compounding experience is what makes them work.
Strategy without execution is just talking. I'm disciplined about implementation: how data flows, who owns what, what happens when assumptions break. The brands that scale are the ones where operations is obsessive about the fundamentals. That precision is what turns a good idea into a working system.
I own more than operations. I model unit economics, manage pricing strategy, negotiate payment terms with suppliers, forecast cash flow, and build teams. I can speak to trade-offs between functions: wholesale margins are lower but fund distribution runway for DTC. That cross-functional lens changes how I make decisions.
My relationships with manufacturers, suppliers, retailers, and vendors are built on reliability: I say it, I do it. I'm direct about what's important and flexible about what isn't. I know which battles matter and which don't. Those connections, developed across my brand portfolio, create trust that becomes currency when you need to move fast or solve a problem.
When something breaks, I diagnose it, fix it, and capture the pattern so it doesn't repeat. I don't hide behind process or blame partners. I'm accountable for outcomes. That means being honest about what worked, what didn't, and what I'd do differently next time.
If you're scaling a CPG brand and need someone who validates ruthlessly, operates with discipline, and aligns strategy with execution, let's connect.
Get in Touch