Strategy & Transformation Executive
I build the strategy, then build the engine that delivers it.
Fifteen years leading transformation and growth inside complex, regulated organizations. I turn vague goals into crisp strategy, then execute.
I develop business strategy, build conviction across the organization, and then stand up the execution engine from zero, creating the governance, workstreams, decision paths, and risk controls that deliver complex, cross-functional programs.
I came up through corporate law (Yale, Debevoise) and management consulting (Marakon), then spent a decade leading growth and transformation inside financial institutions. I treat regulatory constraints as guardrails, not limits. I work collaboratively with legal and compliance to find solutions that balance risk and opportunity, and sometimes turn a constraint into an advantage.
Complex, regulated organizations building something new: a business, an operating model, an offering. Programs that cross sales, value proposition, experience, technology, and regulatory change, and don't fit neatly into an existing org chart.
Structuring ambiguity means starting with what winning actually looks like, then aligning on the questions and decisions that matter most. From there I define the strategy, where to play and how to win, and work with the business to structure the work itself, whether that's business as usual or a new program built from scratch. None of it happens without allies: I know who to bring in and when, and I build the relationships that make hard decisions stick. I say what needs to be said, directly but tactfully, and I’m deliberate about sequencing, which conversation has to happen before the next so momentum doesn’t stall.
Reporting to the business President. 3,000 financial advisors nationwide, delivering goals-based investing, retirement income, and insurance.
I built the strategy for a full operating model transformation through a new relationship with LPL Financial, then ran it as program lead across 30+ workstreams. I prepared and presented the business case to our Operating Committee, and built the materials that carried it to the Enterprise Risk Committee and the Board. The part I'm proudest of is the work it took to build that conviction across the enterprise, enough to get a genuinely disruptive change approved and successfully executed.
Owned the P&L, roadmap, and day-to-day performance of a digital advisor product, including the vendor relationship that powered it.
I co-developed a product that combined high-yield cash with a personalized portfolio in a single account, later named Digital Initiative of the Year by Aite Group. Shipping it was only half the job. I also built the case for a new referral model that let retail bankers send clients into digital investing, expanding distribution inside real licensing constraints. That pairing, building something new and then changing how it reaches people, is the pattern I look for.
Boutique consultancy advising executives on growth strategy and new market entry.
The CEO of a multi-billion dollar RIA brought me in to evaluate a move into the mass affluent market. I led the market and financial analysis, built the business case, and gave them my honest read: it was a real opportunity, just not their best one. They ultimately decided not to move forward, on the strength of that analysis.
Two successive director roles: building a new consumer business unit from scratch, then leading enterprise readiness for a major regulatory change.
I was the first hire on the team launching TIAA's direct-to-consumer strategy, co-developing the value proposition, operating model, and digital prototype, and introducing lean testing and agile practices the organization hadn't used before. From there I led enterprise readiness for the DOL Fiduciary Rule, getting more than 12,000 employees prepared while protecting the customer experience, coordinating Legal, Compliance, Learning & Development, Marketing, and business leaders across the company. Two very different problems, building something from nothing and getting an entire enterprise to move together, but the same underlying skill: taking an unclear mandate and building the strategy, then the engine to run it.
I'm always interested in what's happening inside organizations navigating real complexity right when something is changing: a new strategy, a new operating model, a shift in regulation, technology moving faster than the organization around it. I'm just as interested in the vendors and startups building for that world, solving the same problems from the outside in. If you're working on something like that and want someone to poke holes, ask hard questions, and get genuinely excited about what's possible, I'm up for that conversation.