Most Visionary CEOs don't fail because of bad strategy. They fail because the gap between the strategy on the whiteboard and the execution on the floor keeps widening — and there's nobody sitting in the Integrator seat closing it.
That's the seat I sit in.
I'm a Certified EOS Integrator and Fractional COO working with Visionaries of $3M–$50M companies who are running — or implementing — the Entrepreneurial Operating System. I install the accountability structure, drive execution on the rocks that actually matter, and build the people-development layer that keeps your team executing long after I've moved on.
Source: Gallup, State of the Global Workplace 2025
You can install the best operating system in the world. You can build dashboards, run L10s, and knock out rocks every quarter. But if the people executing that system are part of the 79% who aren't engaged — you're running a V8 on two cylinders.
Most Fractional COOs fix the systems side. Almost none of them fix the people side. I fix both.
Install or drive the six key components — Vision, People, Data, Issues, Process, Traction. Run the weekly L10 and quarterly rocks. Keep the Visionary focused on what only they can do while I handle the operational execution.
I don't hand you a deck and leave. I'm in the seat, on the meetings, accountable for the numbers. Fractional in hours, not in ownership.
I'm a Certified Dream Manager trained in Matthew Kelly and Floyd Consulting's methodology. Inside my engagements, your team gets structured dream identification and planning — because Gallup also found that 70% of the variance in team engagement traces directly to the manager. When managers help employees pursue what actually matters to them, engagement stops being something you buy with ping-pong tables.
Source: Gallup 2025
20+ years of ERP and systems work means I know where AI creates measurable ROI and where it's theater. I deploy it in your operations when it belongs, not because it's trendy.
Of $3M–$50M companies who need someone in the Integrator seat.
Companies running or implementing EOS who need operational leadership to drive it.
Leaders who know retention and execution are both broken and are done treating them as separate problems.
Operators in distribution, manufacturing, construction, field services, or professional services — especially those running Acumatica, SAP Business One, or evaluating a move to either.
Before I ever sat in a consultant's chair, I implemented SAP Business One twice as the client. I know what it feels like to be the operator trying to run a business while a vendor explains why their timeline is slipping. Then I crossed over: 100+ SAP Business One implementations as a consultant, and I built the Acumatica practice from scratch at Softengine — taking it to $2M in revenue in year one and earning Acumatica Rookie of the Year in 2025.
I speak your operations team's language because I've been them. I speak your consulting partner's language because I've been them too. When your company's systems are tangled up in the operational problem — and they usually are — I can see both sides of the table at once.
That depth matters most in distribution, manufacturing, construction, and field services, where the ERP isn't a back-office tool but the central nervous system of the business. This still isn't an ERP consulting engagement — it's operational leadership. But the systems depth is baked in at no extra cost.
Whether you're implementing EOS for the first time or need someone to drive it — it starts with a conversation.