The arc from IT systems through aerospace manufacturing to PE-backed transformation.
Two decades. Three continents. One pattern: execution under constraint.
I started in IT and systems consulting in the mid-2000s. This is where I learned how vendor bias and reseller incentives can distort outcomes—how consultants recommend platforms they represent, how integration firms scope projects around their capabilities rather than client needs, and how the most technically impressive solution is not always the one that actually works.
That experience shaped a system-agnostic mindset that has followed me throughout my career: tools matter, but fit, manufacturability, and execution matter more.
I spent over a decade leading aerospace manufacturing programs across the United States, Mexico, Europe, and China—owning industrialization, rate readiness, certification, and cross-border execution for regulated, safety-critical products.
These roles required aligning engineering intent with shop-floor reality, supplier capability, labor availability, and cost targets. In multiple instances, I was brought into distressed programs and organizations to recover delivery performance, stabilize operations, and restore customer confidence.
Key programs:
My work expanded into enterprise and private-equity-backed transformations, advising owners and leadership teams through process mapping, vendor selection, system integration, and post-close execution.
A consistent theme across these engagements has been clarity of choice: presenting leadership with viable options—low-cost, balanced, or premium—and making the tradeoffs explicit across cost, risk, schedule, and scalability. This approach has allowed decision-makers to act decisively, rather than optimistically.
I have also operated in environments where the boundaries between program management, infrastructure, logistics, and executive decision-making blur—particularly in distressed or high-risk scenarios. I am comfortable assuming responsibility beyond narrow scope when continuity, customer trust, or enterprise value is at stake.
Since 2020, I have operated as an independent consultant providing PMO oversight for manufacturing, operations, and IT infrastructure projects. This is not strategy consulting—it is execution consulting. The work is hands-on: systems integration, process improvement, vendor coordination, customer program management, and operational stabilization.
What differentiates me is not a single methodology or platform, but a career spent reconciling how things should work with how they actually work—across factories, systems, suppliers, and borders.
I am most effective in organizations that value execution, realism, and speed, and that recognize manufacturing capacity and operational resilience as strategic assets.
I am currently completing a B.S. in Applied Business Management (BYU–Idaho, expected 2026) to formalize and deepen the enterprise and financial dimensions of my experience.
B.S. in Applied Business Management
Brigham Young University–Idaho (BYU–I)
Expected completion: 2026
Professional Certifications
PMP® – Project Management Professional (PMI, 2016)
Microsoft Certified Professional – TCP/IP
For program leadership, transformation, or advisory engagements.
Orem, UT | Available for travel