Something important was stuck between functions, stakeholders or the way the business actually ran. I took ownership of the whole outcome.
Five situations. Different industries and stages. The common thread is work that crossed roles and needed someone to own the whole outcome.
Insurance looked like the blocker. The real problem was a model that gave every stakeholder a different reason to say no.
Launch in one month, first-year profitability, and national expansion
Read case studyEvery new vehicle added more exceptions because critical processes still lived in people’s heads.
Fleet doubled in under nine months with utilization above 80%
Read case studyCustomers saw one Porsche. Behind it were disconnected teams, systems, measures, and retailer priorities.
More consistent experiences and a number-one global ranking for brand representation
Read case studyCarbon-neutrality targets meant investment and operating change for 21 independent dealers. A head-office announcement would not be enough.
100% participation across all 21 Canadian dealerships
Read case studyA cancellation exposed weak controls across verification, claims, decisions, and partner management.
Insurance stabilized, incidents declined, and a scalable operating model was established
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