The best ops work happens behind the scenes—founders and teams should feel more empowered, not micromanaged. When smart, accomplished people hit overwhelm, they don't need more processes layered on top; they need surgical clarity that cuts through the noise.

After years of taking chaos to order, I've learned that smart people rarely need to be told what to do—they need the mental space and structural clarity to do what they already know needs to happen. I specialize in what I call "project herding," executive translation, and turning clunky systems into smooth, scalable machines.

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My philosophy: Empowerment over Micro-Management.

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My approach centers on three core principles: ruthless prioritization that separates what matters from what feels urgent, rapid diagnostic assessment to identify the real bottlenecks (not just the obvious symptoms), and building sustainable momentum that compounds over time rather than creating short-term fixes.

Core Values:

• Radical clarity to cut through noise to identify what actually matters. I like to tow the line between very direct and empathetic.
• Question everything, but build better alternatives. Sometimes people don’t know a solution they are proposing is going to work, no matter how confident they seem. Always poke holes but have resolutions in your back pocket.
• Understand the human cost of every process and decision. Making a team feel understood, appreciated, and considered is the most valuable thing.

Working Style:

● What’s important to me? What is success?

Working on a team where respect and clear communication are held at a high standard are important to me. My idea of professional success is being able to enable programs and structures that help teams work better together. Likewise, it is important to me that I maintain healthy, well-communicated boundaries between personal and professional time whenever possible. My goal is always to reduce headaches and increase laughter where possible.

● What do I expect of team members?

Honest feedback and transparent communication are very necessary in this work, and I hope to build a trusting environment where team members feel comfortable voicing frustrations I can help fix. I try to be unbiased and fair to all sides when discussing issues, and I use the feedback provided to help influence projects I suggest. I expect everyone to allow me to build trust by setting and meeting goals myself when possible. I prefer midweek check-ins so we have time to course correct if a project has become delayed or guidance is needed. I appreciate it when team members celebrate wins together and communicate thanks and appreciation for good work done. In my experience, it’s essential to a strong team culture (as is feeling secure enough to address issues.)

● How do I like to operate and communicate?

I always adapt my working style to best serve whomever I am reporting to, then offer suggestions along the way if I notice something isn't working effectively or preventing them from achieving their desired outcomes. This is why the most important part of this partnership is setting upfront goals and a 30-60-90 plan to help me navigate and prioritize where I need to change my approach or challenge with care.

I've found adopting a question-first approach rather than immediate solutions helps build trust with executives— it helps build trust and ensures they are understood before embracing new processes or structural changes. When possible, I appreciate a constructive feedback approach where you can offer insight or possible resolution suggestions instead of a negative comment. I like having as many details as possible when solving a problem so I can be strategic and creative. I like to receive feedback early, and I try to share touchpoints for projects as I’m working through them. I would rather fix a problem before it mushrooms.