About
I run large delivery organizations and make them predictable, profitable and good places to work.
Over 28 years I went from trainee engineer to chief operating officer, leading programs across healthcare, retail, automotive, life sciences and financial services. I'm comfortable setting strategy for a $500M portfolio in the morning and sitting with a team to clear a delivery blocker in the afternoon.
My work sits where operations, finance and people meet: portfolio governance, financial transformation, large deal financial engineering, standardized delivery models, margin discipline, and putting AI and automation into everyday workflows. I've also structured deals worth $100M–$500M+ and rescued programs at risk of termination. I care about building teams where people own the details, and I've been the steady voice in the room on more than one program recovery.
I also work on the sales side. I've been delivery architect, commercial lead and executive sponsor on $100M–$500M pursuits, so what we sell is something we can actually deliver.
I left Capgemini in 2025 to take a break for family, health and a reset. During that time I founded a real estate investment fund and bought an apartment complex, where I cut operating costs by 30%. I'm now looking for a Global Delivery Head or VP Delivery role in IT services and consulting, and I'm also open to fractional, interim and project-based consulting work.
My story
Eight short chapters with voice-over, about five minutes in all. They play one after another, or you can pick a chapter.
Signature work
Took a $70M, 1,000-person account across 11 countries from negative contribution margin to 30%+. I rebuilt the P&L from first principles, renegotiated SLA and scope terms across service towers, and kept both the client and the team.
Cut monthly financial forecast variance from ±10% to ±0.3% across a $500M practice, so leadership could commit to large deals with confidence.
Tripled monthly fulfillment and cut the open billable backlog from 1,000+ positions to under 200, with cycle time down 30%, recovering revenue that was at risk.
Built a new client relationship into a 325-person, 30% margin account that beat its sold margin by 3 points.
Set up 25+ squads across North America, LATAM, Europe and APAC that brought AI and automation into delivery workflows and returned over $200M in savings.
Designed and launched a framework that upskilled and rotated 2,000+ senior professionals across India, the UK and the US. Attrition fell 3% and diverse hiring rose 2%.
Co-designed the commercial structures for six deals using hybrid T&M, fixed-fee, milestone-linked and gainshare models, including a renewal for a large beverage company that grew share of wallet by 40%.
Took over a 400-person healthcare product program with a patient-safety SLA and real organizational liability. Every contractual obligation was met and no liability clause was triggered.
Deals and negotiations
I've been the delivery architect, commercial lead and executive sponsor on $100M–$500M TCV pursuits. These are a few of the deals I'm proudest of.
In a competitive performance testing pursuit for Humana, we were told the competitor's presentation was stronger. In the final round I reframed the decision: everyone who presented from our side would personally deliver the work, while the competitor had brought a sales-only team.
OutcomeWe won the deal.
For a large biomedical client's renewal across SAP, COTS, testing, and infrastructure and data, I made pricing transparent tower by tower. I raised rates where satisfaction was high and the work was defensible, and lowered them where competition was strongest.
OutcomeWe kept the two highest-margin towers, ceded the two lowest, and finished with better overall margin and less delivery risk than the previous contract.
After Capgemini acquired iGATE, a large beverage company asked for a blended rate card that took the lowest rate from each firm. I built a data-driven case showing the total cost of ownership over 18 months.
OutcomeBoth onsite and offshore rates stayed above the client's target, and we kept the account.
I built a culture where delivery teams spot and shape commercial opportunities alongside the sales team, instead of waiting for work to be sold to them.
Outcome$25M+ in new bookings from existing clients.
Advisory
I take on fractional, interim and project-based work, usually from six weeks to twelve months, remote or on site.
Work with sales and solution teams on $100M–$500M+ bids. Design pricing constructs and risk-reward structures that win without giving away margin.
Typical impact15–30% better win rates on complex deals, with pricing that holds 22–28% margin.
Diagnose why an at-risk program is failing, put a corrective plan in place, and rebuild client trust through productivity, scope control and renegotiation.
ReferenceA $70M, 1,000-person account across 11 countries taken from negative margin to 30%+ in 18 months.
Governance, delivery cadences, RAID management, milestone visibility and clear accountability for organizations scaling program management.
ReferenceSchedule variance across 12 concurrent programs cut from 34% to under 8% in 18 months.
Renewal positioning, fee restructuring and negotiation plans, especially when a competitor is challenging the incumbent.
ReferenceRetained a $20M+ biomedical contract against aggressive competitor pricing.
Target operating models, onshore, nearshore and offshore pyramid strategies, and workforce transitions that keep the business running.
ReferenceA three-year transition that cut cost by $8M and kept 97% of client-critical staff.
A fractional COO or delivery head, or a senior thought partner, on retainer or for a fixed term.
Good fit forPE-backed technology firms, mid-market IT services companies, and enterprise teams that need executive depth without a full-time hire.
Experience
| Client | Team | What we delivered |
|---|---|---|
| McKesson | 400 | $20M healthcare product program with a zero-tolerance patient-safety SLA. No liability triggered across the full program. |
| Becton Dickinson | 1,000 | Enterprise IT delivery across application and infrastructure towers, RPA, and a $15–20M cost-saving program. |
| Humana | 550 | IT operations. Grew the account 40% in two years and won a competitive performance testing pursuit. |
| Home Depot | 325+ | Built a $30M account from zero, with big data and analytics delivery and a new offshore model. |
| A large beverage company | — | Cloud transformation that cut the application estate from 1,400 to 800, an IoT innovation lab, and a post-acquisition rate negotiation. |
Recognition & education
Beyond work
A Scouts High Adventure trek with no shortcuts: carrying everything we needed, planning each day's route, and getting through it together.
I hiked to Everest Base Camp at 5,364 meters (17,598 feet), then climbed Kala Patthar (18,500 feet) the next morning for sunrise. Altitude teaches the same lesson as a hard program: steady pace, honest checkpoints, and no skipping acclimatization.
I founded a real estate investment fund and bought an apartment complex. Treating the property like a delivery account, I cut its operating costs by 30%.
For the 2026 budget, my neighborhood HOA board proposed raising dues by $100 a year, warning that reserves could fall below $300K by 2030. I rebuilt the cash-flow model using the board's own data and assumptions. It projected reserves of $750K to $1M instead, and the board withdrew the increase, saving 642 households a combined $64,200 a year.
Contact
I'm open to full-time executive roles and to consulting engagements, and exploratory conversations are welcome. Email is the best way to reach me, and I reply within 24 hours.