Mobility + automotive
Subscription, rental, shared mobility, retail networks, fleets, and new customer models.
Mobility, EV, logistics + real-world operations
When execution leaves the screen.
A plan behaves differently when it meets vehicles, locations, field teams, partners, insurance, regulation, infrastructure, and customers who do not follow the process map.
I help companies build operating models that work in the physical world, not only in the strategy deck.
THIS MAY LOOK FAMILIAR
The idea is good. The operation keeps finding the exceptions.
Real-world complexity rarely stays inside one department or one system.
01
The digital journey promises something the physical operation cannot deliver consistently
02
External partners carry part of the customer experience but have different incentives
03
A market launch depends on regulation, insurance, infrastructure, or local operating reality
04
Fleet or delivery growth is amplifying exceptions, errors, and cost
WHERE THIS EXPERIENCE IS USEFUL
Complex operations. Different versions of the same problem.
I am industry agnostic, but especially useful where technology and real-world delivery depend on each other, or where the outcome moves through a partner, franchise, dealer or location network.
EV + energy
Charging, infrastructure, adoption, partner ecosystems, and the operating reality around new technology.
Logistics + last mile
Delivery models, fleets, field operations, throughput, service reliability, and unit economics.
Launches + expansion
New markets, locations, operating models, partner alignment, risk, and the first live version.
Partner + franchise networks
Dealers, franchisees, independent operators, marketplaces, vendors, insurers, regulators, and shared customer outcomes.
Physical + digital CX
Journeys where software, people, assets, service, and local execution need to feel like one system.
RELEVANT WORK
From launch to scale to rebuilding around risk.
Three operating environments where the answer had to work beyond the screen.
Mobility + Corporate venture
Six months stuck. One month to launch.
Insurance looked like the blocker. The real problem was a model that gave every stakeholder a different reason to say no.
1 month
Launch in one month, first-year profitability, and national expansion
Read case studyStartup operations + Fleet
Growth was multiplying the workarounds.
Every new vehicle added more exceptions because critical processes still lived in people’s heads.
2× fleet
Fleet doubled in under nine months with utilization above 80%
Read case studyMarketplace + Insurance risk
Insurance pulled out. The operating gaps were bigger.
A cancellation exposed weak controls across verification, claims, decisions, and partner management.
Risk ↓
Insurance stabilized, incidents declined, and a scalable operating model was established
Read case studyQUESTIONS LEADERS ASK
Before the plan meets the road.
Do you only work with mobility, automotive, EV, and logistics companies?
No. These are areas where my experience is particularly useful. The broader pattern is a business where the customer promise depends on physical assets, field operations, locations, partners, regulation, or a digital and physical journey working together.
When should we bring in an operations strategy partner?
Useful moments include designing a new operating model, preparing a market launch, scaling a fleet or delivery operation, fixing unreliable handoffs, aligning a partner network, or responding when risk exposes weaknesses in the current system.
Can you help before launch as well as after operations are live?
Yes. Before launch, I can pressure-test the model, align partners, map risk, and build the first operating version. After launch, I can use live evidence to improve the workflows, ownership, measures, and economics.
Do you work with corporate teams and startups?
Yes. Corporate teams often need help moving through complex stakeholder and partner environments. Startups need a pragmatic first version that can operate with limited resources. I bring the discipline and pattern recognition of corporate work without importing unnecessary weight into the startup.
Does this experience transfer to franchise and multi-location businesses?
Yes. I have worked through independently owned dealer and partner networks where head office cannot simply instruct every part of the system. Franchise, dealer, channel, marketplace, and multi-location models share many of the same operating questions: incentives, standards, local flexibility, information flow, accountability, and one customer promise delivered by several parties.
The operation is usually telling you what the plan missed.