About Me

Global Service Delivery & Transformation Executive

I build service organizations that actually work at scale.

For most of my career, I’ve been solving a version of the same problem: a company has a service operation that grew organically, works differently in every region, and can’t keep up with what the business needs. I come in, figure out what’s broken, design something better, and get people aligned around making it real.

That work has taken me across industrial and technology companies where the service function was treated as a cost center. I’ve helped turn it into a growth driver. The shift usually involves three things: standardizing how work gets done globally, using data to make better decisions, and getting service leaders to think like business owners instead of firefighters.

What I Focus On

Service strategy and global operating models. I’ve built delivery frameworks that hold up across regions and business units. The hard part is never the design. It’s getting adoption at scale, which means governance that people will actually follow and KPIs that connect frontline work to outcomes the executive team cares about.

Process and systems architecture. I standardize service workflows and the tools behind them. Most organizations I’ve walked into have five versions of the same process running in different geographies. I fix that. The goal is discipline without bureaucracy.

AI and analytics in service operations. I’m practical about this. Predictive maintenance, intelligent scheduling, knowledge automation: these work when they’re wired into existing processes. I’ve led initiatives that delivered measurable gains in uptime and efficiency. I’ve also seen plenty of AI projects that went nowhere because nobody thought about adoption.

Installed base and lifecycle value. The installed base is often the most underleveraged asset a service organization has. I build segmentation models, lifecycle service strategies, and TAM programs that turn it into recurring revenue.

Performance management. I design KPI frameworks. First-time fix rate, contract attach rate, service revenue growth, mean time to repair. If you can’t measure it, you can’t improve it, and most service organizations are measuring the wrong things or measuring the right things too late.

What I’ve Done

I led the rollout of standardized service workflows across multiple regions. Before that, every site had its own way of doing things. After, we had a common operating model that improved productivity and made it possible to scale without reinventing the wheel each time.

I built an installed base strategy from scratch: segmentation, lifecycle offerings, contract models. Service contract attachment rates went up. Recurring revenue grew. The sales team stopped treating service as an afterthought.

I introduced service analytics into an organization that was running on gut feel and spreadsheets. Better forecasting, smarter resource allocation, actual visibility into what was working and what wasn’t.

I brought service, sales, engineering, and customer success into the same room and got them working from a single strategy. That sounds simple. It took a year. It changed how the company engaged with its largest accounts.

How I Think About Leadership

I’m execution-focused. And I’ve learned the best operators also think in systems. A good process without the right culture behind it will fail. A motivated team without clear structure will burn out.

I’m a change agent. I go into situations where the status quo is comfortable and the need for change is urgent, and I get people moving by showing them what’s possible and giving them the tools to get there.

I care about developing people. Some of the work I’m proudest of has nothing to do with KPIs. It’s the frontline leaders I coached who are now running their own regions.

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