Some of the most important initiatives inside an organization benefit most from someone outside it.
Outside-in perspective. Defined scope. Measurable delivery.
The Real Problem
SVPs and VPs often have high-priority special projects that are too strategic to delegate internally and too complex to hand to a generalist. Internal teams bring bias, political constraints, and competing priorities. What these initiatives need is a senior outside operator who can come in with a fresh perspective, structured governance, and a defined scope — and deliver against it without getting pulled into the organizational noise.
I work on a consultative basis — fixed-scope engagements with clear deliverables and defined outcomes. No open-ended retainers. No ambiguity about what success looks like.
Results from past engagements at Cisco and Pure Storage:
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$100M
portfolio managed with budgets delivered within -1 to 3% of actuals at Cisco
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1,500+
person sales force galvanized through a 12-month competitive takeout program at Pure Storage
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750+
customer reviews generated driving $5M in reference revenue influence and #1 Gartner Peer Insights distinction
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How I Lead Cross-Functional Programs
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01
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Executive Alignment & Sponsorship Securing and sustaining SVP and VP buy-in by clarifying objectives, trade-offs, and expected outcomes — keeping leadership actively engaged through the full initiative lifecycle, not just the kickoff. So the initiative doesn’t lose momentum when it gets hard. |
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02
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Program Structure & Accountability Defining scope, milestones, decision rights, and RACI clarity from day one — establishing ownership that holds across functions and time zones. So everyone knows who decides what, and when. |
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03
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Cross-Functional Engagement Aligning Sales, Marketing, Technology, and Operations around shared objectives, success metrics, and transparent communication — replacing siloed execution with a coordinated motion. So the left hand knows what the right hand is doing. |
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04
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Execution Monitoring & Adaptation Tracking progress against defined KPIs, surfacing risks early, and adjusting plans in response to changing business conditions — with actionable dashboards, not vanity metrics. So decisions are made on what’s real, not what’s reported. |
What This Enables
| ▶ Executive Confidence Leadership operates with clear visibility into progress, risks, and performance — enabling timely, informed decisions without micromanagement. |
▶ Unified Execution Functional silos broken down so Sales, Marketing, CX, and IT move toward shared objectives with clear ownership and no duplication. |
▶ Operational Efficiency Accountability clarified, redundancy eliminated, and return on transformation investment strengthened through disciplined program management. |
How I Think — and What I Bring
Special projects fail for predictable reasons — unclear ownership, executive attention that fades after the kickoff, and teams that are aligned on paper but not in practice. At Cisco, I built the planning and governance infrastructure for a $100M portfolio from scratch, turning an ad hoc process into an award-winning model. At Pure Storage, I ran a 12-month competitive takeout program that galvanized a 1,500-person sales force and became the benchmark for subsequent GTM programs.
The pattern across every engagement is the same: get the structure right early, keep the right people engaged throughout, and measure what actually matters. That’s the work — and it’s where the outcomes live.
See the initiatives:
Strategic Planning & Investment Prioritization |
Competitive Strategy for Market Share Growth |
B2B Reviews Strategy
Have a High-Stakes Initiative That Needs to Deliver?
Whether you’re launching a cross-functional program, trying to get competing teams aligned, or need a senior operator to drive a special project to completion — let’s talk.