How I Think & Work

I align more closely with a peacetime manager — strategic, focused, and structured.
While I have worked in high-pressure environments with collapsing timelines or rising risks, I approach them not with fire-fighting, but with clarity and systems.

Peacetime leadership means:

• Decisive but deliberate decision-making
   
• Risk management through structure, not reaction
   
• Calm leadership under pressure
   
• Focus on building sustainable execution frameworks
   

My strength is bringing control and momentum — even in uncertain, volatile situations.

My leadership style is a balance of hands-on execution and strategic foresight, grounded in collaboration and accountability. Key attributes include:

• Hands-On Leadership – I stay close to the ground when needed, especially during critical phases
   
• Solution-Oriented Approach – I focus on resolving roadblocks quickly and sustainably
   
• Collaborative Mindset – I engage cross-functional teams and create shared direction
   
• Strategic Thinking – I align delivery with long-term objectives and compliance frameworks
   
• Client-Centric Focus – I understand stakeholder needs and adapt delivery accordingly
   
• Empowering Leadership – I build trust and responsibility within teams
   
• Adaptability & Resilience – I navigate complexity and uncertainty without losing structure
   
• Continuous Improvement – I look for smarter ways to execute, even when things are working
   

This combination creates not only delivery success but a culture of ownership and clarity.

I’m both. And that’s by design.

As a process-builder, I create governance and delivery frameworks that are scalable, reliable, and aligned with risk management.

As an executor, I lead those processes through to results — staying engaged, adjusting in real time, and delivering under pressure.

I don’t just design the engine. I drive it — and make sure it runs at performance level from start to finish.

I’ve led capital programs from $200M to $3.5B across semiconductors, pharma, life sciences, and infrastructure — including facilities, process plants, and critical delivery systems. 

Usually when things get complicated — whether the structure is missing, timelines are slipping, or the risk visibility is unclear. I bring control and focus where execution is failing. 

Calm, precise, and clear. I don’t escalate noise — I reduce it. My role is to give teams the structure they need to execute, and boards the clarity they need to decide. 

I align people through structure. When risk, scope, and delivery are transparent, most conflicts dissolve. When needed, I step in and lead with facts and accountability. 

I introduced a structured project management framework by mapping existing gaps, developing templates and risk tools, and delivering interactive training to project and site teams.
By embedding these standards into live projects and mentoring team leads, we improved schedule predictability, reduced change order disputes, and increased decision-readiness across capital projects. 

I led project management teams across matrixed organizations overseeing multi-billion-dollar capital portfolios.
To ensure consistency, I implemented portfolio-wide standards, aligned stakeholders through governance boards, and monitored KPIs via standardized reporting.
This approach improved cross-functional collaboration, supported faster decision-making, and delivered predictable results across complex, interdependent projects. 

Yes. I'm based in Idaho but available for U.S.-based leadership roles — onsite, hybrid, or remote depending on project requirements.