An agency needed a better way to forecast which collection cases were most likely to be resolved, relying on manual case review that made it difficult to prioritize limited enforcement resources. Designed and implemented a predictive data model that scored the probability of fund collection across the case portfolio, paired with a continuous improvement framework that let analysts test and refine new strategies over time.

Result: More than $500M in improved fund collection outcomes.

An agency’s intensive paper-based intake process required staff to manually extract data and verify signatures on every submitted form, slowing casework and consuming hours of skilled staff time. Designed, developed, and deployed a robotic process automation solution that extracted data directly from PDFs and validated signature authenticity without manual review.

Result: A 10X improvement in process efficiency for a previously fully manual workflow.

A multi-unit restaurant franchisee entered Chapter 11 reorganization with strained lender and franchisor relationships and no clear view into which locations were actually profitable. Serving as contract CFO and turnaround lead, we negotiated a court-approved reorganization plan, divested underperforming locations, executed a sale-leaseback of the headquarters to fund reinvestment, and rebuilt KPI reporting so leadership could see performance by location for the first time.

Result: Negotiated favorable terms with creditors, sold all unprofitable business lines and other assets, and the company emerged and thrived post-restructure.

Expanded into new markets and geographies due to a market decline in the company’s core business. The company’s fixed labor cost structure limited its ability to meet its profitability targets. We led a multi-phase restructuring that shifted the business from a fixed to a variable cost model and redesigned the operating structure.

Result: A 30%+ reduction in overhead and a 5%+ improvement in long-term operating income.

A staffing firm lost a client that represented more than 30% of its revenue and had no formal sales process or centralized recruiting model to rebuild from. Designed and implemented a regional sales process, converted branch operations staff into a dedicated sales function, and centralized recruiting under a new operating model. Designed multi-functional incentive programs to align with financial goals. Created and executed a multi-year strategic planning process for each business unit.

Result: A 25% increase in annual sales, a 6X expansion of the sales team, and a 15% improvement in recruiting efficiency.

A systems integrator serving municipal and federal public safety communications needed a way to add technical capabilities and win larger contract vehicles without building every capability in-house. We established a formal PMO for joint ventures, investments, and M&A, then sourced partners to add cybersecurity, 5G, and network engineering capabilities and secure new contract vehicles.

Result: Revenue growth of up to 50% over a 3-year plan horizon, more than $30M in realizable new revenue, and over $1.5M in capital secured through a tax credit process.

A major business unit within an agency needed a better way to identify complex, offshore financial non-compliance by its customers, an area historically difficult to flag using internal agency data alone. Built a portfolio of risk indicators using independent methodologies.  Developed and deployed an advanced analytics and machine learning model with an executive dashboard to support case selection.

Result: Led the leadership team to execute an analytics-driven decision making model using a defensible risk assessment and compliance framework.

An agency’s call centers were straining under roughly 8 million customer calls each season, with no clear view of which factors were driving call volume and wait times. Analyzed the operational drivers of service level, including call volume, phone time, and average handle time, then designed a short and long-term omnichannel strategy that shifted routine inquiries to self-service.

Result: A roadmap targeting up to a 50% reduction in call volume.

An agency IT division needed to migrate more than 100 critical applications off legacy infrastructure onto a modern container platform, a multi-year effort spanning developers, engineers, and security teams. Established and led the program management office, directing a cross-functional team of roughly 100 staff over a 4-year effort that included application migration, base image repository implementation.

Result: A standardized, mission-aligned program delivering the migration on a coordinated cost, schedule, and resource plan.

An agency’s IT operations transformation team lacked a way to monitor infrastructure health holistically or resolve incidents without manual intervention, with unplanned downtime carrying a cost of roughly $5,000 per minute. Led the end-to-end design of an AI-powered operations capability, from requirements through two successful proofs of concept demonstrating both holistic monitoring and autonomous incident remediation, now moving into full production deployment.

Result: A projected 60% increase in cost efficiency and more than $100M in potential savings.

A lower middle market advisory practice wanted to expand beyond consulting into direct investing but lacked the platform, licensing, or capital relationships to do so. We co-founded a new private equity initiative, built the securities licensing and capital advisory function from scratch, and closed two transactions from origination through funded close and board-level leadership.

Result: A 33% increase in project processing capacity and a seven-figure asset sale that funded affiliate growth.

A subdivision of a top-tier global government contracting firm, representing roughly $1 billion in revenue, had no unified view of where AI could improve competitiveness across its business units. Led a comprehensive AI strategy assessment, surveying managers across the division to understand current state and opportunity, then developed a detailed implementation roadmap for introducing AI capabilities organization-wide.

Result: An enhanced competitive position and a leadership team positioned to pursue AI-driven growth across a $500M division.

An agency needed to improve outcomes across tens of millions of digital customer sessions but lacked a unified way to manage the many work streams and stakeholders shaping the online experience. Led an analytics team including data scientists and UX designers, directed daily management of multiple workstreams, and led 50+ disparate stakeholders to align key priorities and track progress toward goals, on a managed cadence.

Result: Improved online outcomes across 50 million customer sessions.

An agency needed a fraud detection strategy for a new health insurance marketplace program, with no established approach to identifying fraudulent activity at scale. Managed a cross-functional team to develop strategic recommendations for fraud detection, producing more than a dozen client deliverables from initial storyboard through final submission.

Result: Executed a complete fraud detection strategy delivered across 12+ formal recommendations.

A regional transit authority needed a long-term vision to guide investment and policy decisions affecting one of the largest transit systems in the country, without a current strategic plan to align stakeholders around. Drafted a 5-year vision and strategic plan for the authority, defining priorities and direction for a system serving billions of rider trips.

Result: A 5-year strategic plan guiding a transit system serving 1.5 billion annual rider trips.

In the aftermath of the 2008 financial crisis, the SEC needed to sharpen its official performance recommendations to address efficiency and effectiveness gaps exposed by the crisis. Restructured and refined more than 10 official performance recommendations, clarifying the changes needed to strengthen the agency’s regulatory function.

Result: 10+ official performance recommendations restructured and delivered post-crisis.

The IRS’s compliance program needed a way to identify and address taxpayers who fail to file needed a clearer view of where operational bottlenecks were limiting impact. Mapped the end-to-end business process and built a roadmap of operational improvements by analyzing inventory, segmenting taxpayer data, and analyzing cycle times.

Result: A fully mapped operational roadmap identifying specific process improvements across the program.

A state health and human services agency needed to roll out a new technology platform across thousands of independent provider organizations statewide, requiring coordination far beyond a single implementation team. Coordinated a 20-member cross-agency technology implementation team to manage the rollout across more than 2,000 provider organizations statewide.

Result: A coordinated statewide rollout reaching more than 2,000 HHS provider organizations.

Top 5 global technology enterprise needed a consistent, company-wide way to define and measure user trust across dramatically different products, with no shared framework connecting policy, product, and research teams. Led a multi-stakeholder effort to define and publish company-level trust values, developed more than 10 measurement frameworks including a trust KPI model, and pressure-tested them directly with product and analytics teams.

Result: 10+ trust frameworks adopted across product and analytics teams company-wide.

A global technology enterprise’s trust and safety function needed a repeatable way to turn emerging research and external signals into an annual strategy leadership could act on. Orchestrated development of the enterprise’s documented annual trust strategy, built the annual leadership fact-pack, and led strategic operations planning for three consecutive years, including initiative prioritization and budget decisions.

Result: Three consecutive years of annual strategy and budget planning delivered on cadence.

A global telecommunications enterprise needed disciplined program management for a major technology delivery effort involving more than 100 team members across development, engineering, and operations. Executed full software development lifecycle program management office activities for the effort, coordinating the team through delivery.

Result: Full-lifecycle program delivery for a 100+ person global technology team.

An agency was running more than 70 legacy case management systems that needed to be retired as part of a broader modernization effort, with no clear strategy for what data to migrate versus retain. Developed the overall decommissioning strategy, including a data migration strategy defining which data would move to the new platform and which would remain in legacy systems under retention rules.

Result: A defined decommissioning and data migration strategy covering 70+ legacy systems.

A large government agency’s identity and authentication strategy needed to keep pace with new technologies and threats but had no recurring process for updating it. Led an enterprise-wide authentication strategy refresh, then implemented an annual strategic refresh process that decomposes new capabilities, maps them to projects, and prioritizes them against an integrated model, benchmarked against external maturity standards.

Result: A first-of-its-kind annual strategy refresh process, now a standing enterprise capability.

External data holders lacked clear guidance for handling instances of data loss involving sensitive federal information, creating regulatory and reputational risk. Developed a regulatory research guide covering the legal requirements for data loss response and a responsibility guide defining roles for both the agency and its external data holders, delivered to leadership with an implementation roadmap.

Result: The agency’s first consolidated data-stewardship guidance, covering all external data holders.

Led the program management office for the effort, coordinating more than 50 stakeholders including multiple Agile development teams and external federal partners. Created a new background-investigation service used by multiple federal agencies. Managed and tracked critical development and operational risks, drove program-level activities across the Application Development CIO team and the Office of Privacy and Disclosure.

Result: Formed a new national cross-agency program of 50+ stakeholders and multiple federal partners which lead to the creation of a tax compliance investigation service.

An agency’s process for selecting financial reports for examination relied on manual judgment, with no predictive way to prioritize the cases most likely to yield results. Led development of predictive models to improve workload selection, working with technical specialists to define and validate the variables driving case selection and estimate the magnitude of potential assessments.

Result: Developed and deployed a predictive model that significantly improved workload selection processes, and measured program impact.

A community bank faced a struggling market center and a looming fair lending compliance risk that could have resulted in significant fines. We provided interim market leadership to stabilize the underperforming center and formed a Fair Lending task force that directly shaped the bank’s next regulatory audit.

Result: Several million dollars saved on a market wind-down and several million dollars in fines avoided through a favorable audit.

A newly formed mortgage finance company had identified an underserved niche in the market but had no operating plan, partner network, or path to profitability. Led strategic planning, operations, business development, and finance from the ground up, establishing a network of affiliate alliances to drive client acquisition.

Result: Breakeven achieved within 12 months of launch, with 12 affiliate alliances generating 70% of revenue.

A global enterprise software company entered a cash-constrained period during a merger and public offering process, putting the business at risk without immediate financial leadership. Serving as contract CFO and board secretary, we developed a board-approved growth plan, co-led a stock and warrant placement, and led the financial elements of the company’s SEC-compliant securities offering.

Result: $23M in aggregate funding raised, a 150% revenue growth plan approved, and monthly cash use reduced by more than 25%.