About Me

Where I Work
For the past two decades, I’ve worked inside complex, privately held companies where ownership, leadership, and governance must evolve together as the business moves across generations. These environments carry real weight - multi-generational owners, rising next-generation leaders, and executive teams responsible for moving the enterprise forward.

Where It Shows Up
The strain is predictable: a founder steps back, the company outgrows the structure that built it, or success begins to shift the relationship between ownership and leadership. My work sits at that intersection - clarifying stewardship with families, strengthening authority with CEOs and teams, and helping the business mature the structures it now requires. This isn’t quick work; most engagements last years because that’s how long real transitions take.

What Becomes Possible
When ownership, leadership, and the enterprise stay aligned, something rare happens: the business doesn’t just perform - it endures beyond the generation that built it. If you’re in one of those moments, it’s worth a conversation. I work with a small number of companies each year and take on introductions carefully.