How I lead
Great people shouldn’t be the system. Systems should empower great people.
Six principles
Clear priorities
A short list that every function can name, and that every review is run against.
Commitment. What I bring to the next role.
One set of numbers
Pricing, unit economics and forecast in one view, so commercial and financial decisions are made together.
In practice. Financial models and unit economics at Bootstrap Buffalo. P&L governance and controls at Citigroup.
A regular operating rhythm
Weekly and monthly business reviews with KPI reporting, so problems surface early and owners are clear.
In practice. Established at Stark & Wayne.
Clean handoffs
Standard contracts, qualification rules and runbooks, so sales, product and delivery work from the same commitments.
In practice. Standard agreements at Stark & Wayne. Runbooks across seven enterprise platform environments.
Customers as the test
Customers staying and growing is the measure of whether the operation works.
In practice. Every customer retained through a software rebuild.
People development
Coaching, development and accountability. Heroics are a failure mode.
Commitment. What I bring to the next role.
The first 90 days
An approach, not a fixed program. It adapts to the business.
Learn
Meet customers, the team and the numbers. Understand how revenue, delivery and cash actually move.
Align
Agree the short list of priorities and owners with the CEO or board and the leadership team.
Establish
Put the review cadence, reporting and standards in place, and start running against them.