Impact

Scale is one thing.
Creating value
at scale is another.

Throughout my career, I have worked inside complex franchise and multi-unit environments where growth depends on thousands of independent decisions being made across markets, operators, teams and customers. My role has consistently been to connect those moving parts.

Executive case studies

What I've led, scaled, solved and influenced.

40 states · 3,000+ offices · 50,000+ agents · $170M+ annual revenue

Leading at enterprise scale.

As Senior Vice President of Franchise Operations & Region Development, I led growth and performance strategy across one of the industry's largest distributed operating networks.

Operating at that scale required balancing enterprise consistency with local independence—providing direction to regional leaders and teams responsible for franchise relationships, growth, recruiting, retention, renewals and customer service while developing systems and standards that could improve consistency across the broader network.

200+ locations · 6,500+ agents · Approximately $20M annual revenue

Building value with the largest operators.

In my most recent executive role, I served as the strategic relationship lead for the five largest franchise operators in the network.

Large independent operators don't need corporate executives simply telling them what to do. They need leaders who understand their businesses, recognize their influence and can align their priorities with enterprise objectives. My role was to build trusted relationships, facilitate senior-level dialogue, resolve issues, gather strategic feedback and create stronger alignment around growth, customer experience and long-term brand value.

$235M acquisition · Approximately 1,100 offices · 19,000 agents

Integrating a major acquisition.

I supported the $235 million acquisition of RE/MAX INTEGRA's North American regions, encompassing approximately 1,100 offices and 19,000 agents across Canada and the United States.

Acquisition value isn't created when a transaction closes. It's created when customers, operators, employees, systems and business priorities successfully come together afterward. My work supported integration, operator alignment and enterprise initiatives while helping owners navigate organizational change without losing focus on customer value, operational discipline or growth.

Customer success · Training · Support · Partnerships · Approved suppliers

Connecting customer experience to operations.

At enterprise scale, customer experience isn't simply a service function. It is an operating system.

I led customer-success functions spanning university and training programs, Learning & Development, Customer Support, Corporate Partnerships and Approved Suppliers while overseeing initiatives designed to improve operational efficiency, field support and consistency across the network.

30+ states · 2,000+ offices · 40,000+ agents

Scaling from regional to enterprise leadership.

Before moving into enterprise-wide SVP responsibility, I spent years leading franchise operations, growth, field support and operator performance across large regional portfolios.

Different markets rarely behave exactly the same. My role required identifying best practices, standardizing what should be standardized and preserving enough flexibility for local leaders and operators to respond to their markets—while translating corporate objectives into field execution across decentralized businesses.

Finance → Development → Operations → Enterprise Strategy

Building an executive career from financial foundations.

My career began in finance and accounting before expanding into franchise development, regional consulting, franchise sales, contract negotiation, operator development and senior operating leadership.

That progression gave me the ability to connect people and strategy back to the economics of the business. The financial and analytical discipline built early in my career continues to shape how I evaluate operating decisions today.

25+ years
Thousands of businesses
One consistent idea

Growth happens when strategy, economics and people align.

The thread through the work

The roles changed. The problems stayed familiar.

How do we grow? How do we create more value for customers and operators? How do we align independent stakeholders around enterprise priorities? How do we turn strategy into action? How do we simplify a complicated organization without oversimplifying the business?

Those are the problems I enjoy solving.

What could we build next?

The next chapter is about applying the experience to a new challenge.

View my experience →Let's connect →