For more than 30 years, I have worked inside the machinery of IT services. I began as an infrastructure architect — designing systems, solving technical problems, and earning client trust around resilient platforms. Over time, I moved into consulting leadership, global portfolio management, and enterprise-scale services organizations spanning managed services, professional services, consulting, and hybrid infrastructure. Along the way, I saw a recurring pattern. Strong strategies. Capable engineers. Healthy pipelines. Yet inconsistent execution. Margin erosion. Forecast volatility. Friction between sales and delivery. The issue was rarely talent. It was structure. As I stepped into executive roles, my focus shifted from delivering projects to redesigning operating systems. I integrated siloed service lines into commercially aligned portfolios. I aligned sales, presales, practice, and delivery authority to reduce decision latency. I productized services to make them sellable, repeatable, and margin durable. I strengthened governance to preserve client intent from bid to realization. The results followed: • Portfolio growth from $80M targets to ~$180M revenue • $500M+ structured contract backlog • 20%+ margin realization improvement • Stabilized high-variance programs through delivery acceptance discipline But the deeper work was structural. Over time, I developed what I call the Lifecycle Operating Model — a framework for scaling IT services without eroding intent, authority, or commercial clarity. It challenges the traditional capability-to-tower mindset and reframes services as lifecycle systems governed by clear pattern and delivery authority. Today, I operate at the intersection of portfolio strategy, delivery governance, and commercial scale. I partner with executive teams and private equity sponsors to stabilize fragmented service models, strengthen recurring revenue mix, and build operating discipline inside complex technology organizations. My focus areas: • Portfolio commercialization and practice-led growth • Authority design across sales, presales, and delivery • Margin durability and cost-to-serve discipline • Governance that enables — not slows — execution • AI, hybrid infrastructure, secure networking, and cloud portfolios I do my best work where complexity is high, growth is required, and structural clarity is missing. If your organization is scaling but feels operational drag — we should talk.

Experience leading and transforming IT services across global organizations. - Multi-region delivery models - Enterprise-scale portfolios - Cross-functional alignment across sales, delivery, and operations

Delivered outcomes that improve both growth and execution. - $100M+ service portfolios built and optimized - Margin improvement through lifecycle governance - Reduced delivery variability and rework

Focused on fixing structural issues—not just symptoms. - Aligning sales, architecture, and delivery - Turning one-off delivery into repeatable systems - Embedding governance without slowing execution

Clear ownership and decision rights across the lifecycle. - Defined authority across sales, bid, practice, and delivery - Pricing and architecture aligned before execution - Governance embedded into how work is done