Twenty Years of Watching the Same Problem Repeat Itself.
I spent eight years in the Marine Corps before I ever set foot in the business world. That is where the foundation was built. The Marine Corps does not run on talent or on having the right person available at the right moment. It runs on systems. Documented, drilled, and followed whether the person who built them is in the room or not. When the system is not there, people get hurt. That standard, that a system either holds under pressure or it does not, is how I approach every engagement I take on.
I started my career as a lease operator in the oilfield after leaving the Corps, which means I started at the bottom doing the actual hands-on work. Monitoring equipment, evaluating well performance, identifying problems in the field before they became expensive. That is where I learned that the gap between a business running smoothly and one running chaotically almost always comes down to one thing: whether the people doing the work know what they are supposed to do when something goes wrong and the boss is not standing there.
From there I moved into field management, running operations generating around twenty million dollars a month in revenue and leading a team of supervisors, technicians, and service providers. That role taught me what owner dependency actually costs at scale. When decisions bottleneck at the top, production suffers, good people get frustrated, and the person at the top stays buried. I redesigned workflows and processes in that role that cut equipment failure rates nearly in half and generated millions in annual savings. Not by hiring more people. By building better systems.
After that I moved into a corporate role where I spent years as the bridge between field operations and corporate leadership. That means I had to understand both worlds and translate between them. Field teams talk about real problems. Corporate teams talk about business outcomes. The job was connecting those two things and turning operational realities into decisions that actually worked. I also served as product owner for an internal operations platform during that time, which taught me how to think about workflow design at a systems level.
"I have spent my career building systems in places where things breaking was not an option. That is the same standard I bring here."
For the past several years I have been working as a solutions engineer, leading planning and scheduling engagements with operators of all sizes. The work is identifying where operational bottlenecks live, why they exist, and what it takes to remove them. I have done that work across dozens of organizations. The root cause is almost always the same: too much depending on too few people, with no written system to route around them.
I also ran my own home inspection business with an Oklahoma Home Inspector License, which gave me firsthand experience in the trades world and how it actually operates day to day. That matters when you are trying to build a system that real trades owners will actually use.
The MBA ties it together. Not because the degree matters, but because the discipline of understanding how businesses actually work financially and operationally makes the systems I build more than just organized paperwork. They are built to produce real business outcomes.