Built on global delivery experience.
I’ve spent over 20 years leading client delivery and customer success across complex, global enterprise environments.
Most recently, I led delivery for one of the most demanding and high-profile enterprise accounts in the world—Google—managing a $20M+ program, global teams across four regions, and the expectations that come with operating at that level.
That experience shaped how I think about customer success:
Not as a function.
But as an operating system for the entire business.
Throughout my career, I’ve:
50+ global team leadership across complex organizations
$20M+ enterprise programs with full P&L accountability
92% to 99% SLA improvement
Delivered multi-million dollar expansion through stronger client engagement
Built trusted relationships with executive stakeholders across complex organizations
Over the years, I’ve seen a consistent pattern:
Companies invest heavily in sales and product—but delivery and customer experience often struggle to keep pace.
That’s where things start to break down:
Customer experience becomes inconsistent
Teams shift into reactive mode
Retention and expansion become harder than they should be.
Today, I work with companies as a fractional client delivery leader and advisor, helping them:
Stabilize and scale delivery across teams and regions
Align sales, delivery, and customer success
Improve retention, performance, and client outcomes
Build operating models that support sustainable growth
Not every company needs—or is ready for—a full-time executive.
But many reach a point where:
Growth is outpacing delivery
Customer experience is becoming inconsistent
Teams need structure, alignment, and leadership
That’s where fractional leadership can make a real impact—quickly, and without long-term overhead.
Sometimes that means stepping in hands-on.
Sometimes it means helping leadership teams create more structure, alignment, and operational clarity.
Always, it’s focused on outcomes—not theory.
I enjoy working with companies that are scaling quickly and open to evolving how delivery and customer experience operate together.
If you’re scaling and starting to see strain across delivery or customer experience, I’d be happy to connect.