The Story Behind
the Resume

I didn't start in project management. I started in operations — in the actual work of making complex healthcare systems function. That foundation matters. It's why I can sit in any room, read the room, and understand what's actually at stake when a program goes sideways.

My first senior role was at Health Diagnostics Laboratory, where I led process improvement and technology innovation across diagnostics operations. I built SOPs from scratch, introduced Lean methodologies, and created KPI dashboards that gave leadership visibility they didn't have before. I didn't have a playbook. I built one.

That experience taught me something I've carried ever since: the work doesn't run itself. Someone has to build the structure that makes execution possible. That someone became me.

In 2015 I joined Owens & Minor as a Senior Ops Implementation Project Manager — and the scope of the work changed dramatically. Now I was managing $55M+ in project portfolios across national healthcare supply chain customers. SAP integration, transportation optimization, compliance reporting, and something I hadn't done before: distribution center builds.

I led the full lifecycle — real estate site planning, facility build-out, commissioning, go-live, and decommissioning of legacy locations — all while simultaneously onboarding large health system customers into the new network infrastructure. Two major workstreams running in parallel, zero room for either to slip.

This is where I learned what governance actually means in practice. Not the slides. The mechanisms — the readiness gates, the accountability structures, the escalation paths — that keep complex programs from collapsing under their own weight.

In 2017 I took on a new challenge at Owens & Minor — not just managing programs, but building one from scratch and running it. The point-of-care logistics program was net-new. No existing playbook, no inherited team, no established processes. I designed it, developed the operating model, deployed it, and then led the team that ran it for four years.

I hired and built a 20+ person team. I developed the SOPs, governance tools, KPI dashboards, and reporting cadences. I managed performance, handled escalations, engaged clients, and kept the program performing consistently over a four-year lifecycle. That's the difference between managing a project and owning a program.

The innovations we drove — including biomarker kitting and dispatch tracking improvements — generated over $1M in measurable financial impact. Not because someone told us to innovate. Because we were close enough to the work to see the opportunity and build toward it.

This chapter is where I became a leader — not just a strong executor. Managing people, building culture, translating strategy into daily operational reality. Those four years shaped how I think about every program I've touched since.

In March 2022 I joined McKesson Medical-Surgical — and the complexity of the work scaled again. I now lead enterprise transformation across six or more business functions. The stakeholder footprint is wider, the programs are larger, and the expectations at the leadership level are higher. This is where everything I'd built across 12 years came together.

In my first two years I helped redesign the go-to-market strategy, govern the compensation redesign and deployment across 1,100 users, and coordinate a concurrent national launch across 8 multi-state regions. All ELT-facing. All running simultaneously.

Then came the procurement program launch. A major new program that needed to go from design to fully operational — fast. I built the governance model, KPI reporting, and readiness infrastructure from scratch. $219M in enrolled revenue within 60 days. 10,000 members rostered within 90 days.

What I've built at McKesson isn't just a collection of programs. It's a body of work — $2B+ in portfolio value managed, governance models that have become standards, and a reputation as the person leadership calls when the stakes are high and the complexity is real.

I'm not looking for a bigger version of what I've already done. I'm looking for the role where the scope of my influence matches the depth of my experience.

Director. Chief of Staff. Senior Transformation Leader. The titles matter less than the opportunity — to work at the intersection of strategy and operations, to build something that lasts, and to lead a team through work that's genuinely hard.

I bring 15+ years of proof that I can handle complexity, earn trust at the executive level, and deliver outcomes that move the business. I also bring something harder to quantify: I know how to build the room where good work happens — the culture, the structure, the accountability — and I know how to make it hold.

If that's what you're building, let's talk.