Boutique strategy firm specializing in strategy development, M&A, operating model, and execution. (formerly Pinkston Strategy)
• Built strategy consulting firm from 0 to a team of 12 with $7.5M in revenue over 2.5 years (Pinkston Strategy).
• Led new executive team of PE-backed manufacturer to set a 3-year vision, develop growth strategy, and identify initiatives to free cash to fund growth initiatives in the wake of a disruptive acquisition and integration.
• Developed 5-year strategy and roadmap for growth to align investment, resources, and execution across 3 business units to increase revenue from $2B to $5B in 5 years. Led M&A targeting for complementary offerings.
• Identified $700M+ in growth opportunities and developed strategic roadmap to grow in the Federal market for a PE-backed Third-Party Administrator with commercial saturation. Led M&A targeting effort to accelerate growth.
• Commercial due diligence for VC fund's investment in unique business model.

Specialized in Growth & Corporate Strategy at global strategy consultancy. Promoted early twice.
• Co-led enterprise operating model design for $80bn acquisition in life sciences. Led team of teams to create Day 1 and end-state organization design of 35k+ employees and oversee implementation through Day 1.
• Led healthcare integration for Defense Health Agency in the National Capital Region. Scheduling, performance management, and new governance for operative services increased case counts, higher OR utilization, and improved readiness.
• Led supply chain transformation to design/implement customer segmentation, differentiated service strategy, and business case for tire manufacturer, creating competitive advantage for delivery.
• Led team to design and build enterprise Transformation Office for beverage producer to prioritize and integrate deployment of complex projects.
• Designed and implemented growth strategy to enable independent distributers to be better business operators.

Placement at subsidiary following 2-year leadership development at UTC Corporate. Manufacturer and aftermarket service provider of aircraft components.

• Led Lean Transformation strategy development and implementation for site with $65MM annual sales.
• Trained teams in root cause analysis methodologies to problem solve and implement mistake-proof solutions.
• Increased on time delivery from 68% to 95% and reduced cost of poor quality by 50%, saving $1.5M annually.

2-year Leadership Development Program; Rotated through 3 businesses in 3 critical roles. Created a legacy while being coached by top executives.

1. Carrier HVAC Corporate, Supply Chain Logistics Strategy Manager: Analyzed logistical cost savings opportunities totally $1MM and pitched to senior executives. Built analytical tools for shipment consolidation in perpetuity.

2. Pratt & Whitney Jet Engines, Cell Leader: Led 17 employees in 3 business units with $22M annual sales, exceeded delivery, quality, safety & financial targets.

3. Sikorsky Global Helicopters, Supply Chain Project Manager: Improved deliveries by 300% from critical suppliers with improved communication and operational enhancements. Led project to shortened Lead Time for 2000 parts.

Pratt & Whitney, Operational Excellence Specialist: Led projects to reduce lead time, reduce inventory, increase machine uptime, and redesign manufacturing cells.

Southwire, Continuous Improvement Specialist: Led design and implementation of a performance measurement system to track and solve issues, improve throughput, and increase efficiency.

Auburn University, Research Associate and Author: Supported published author and professor J T. Black specialized in Lean Manufacturing. Published my own thesis on combining common methodologies Lean, Six Sigma, and Theory of Constraints.