Building the growth function, from concept to acquisition readiness.
I build and lead the growth function, not always the title, across manufacturing, lighting, and consumer products. Most recently, that's meant directing commercial strategy and a sell-side M&A process for an LED illumination and thermal management company.
- ◆ $100M+ in cumulative revenue growth across two decades of executive roles
- ◆ Expertise in lighting components and controls, from full fixture design through manufacturing
- ◆ Deep experience in the connected space, residential and commercial both, from consulting engagements to consumer products to full platform builds
- ◆ Built Fortune 100 partnerships, 32+ licensing agreements, and led M&A from target identification through integration planning
Building the systems behind growth, not just talking about it.
Since 2007, I've built and led the growth function across every executive role I've held, taking companies from product concept through commercial scale, national distribution, and acquisition readiness across manufacturing, lighting, and consumer products, including a proprietary smart lighting platform that reached national retailers with 150% year-over-year growth.
My curiosity about how light shapes health, focus, and performance started young, with a first job at NASA's Langley Research Center. That connection between technology and human experience has shaped every category I've helped build since.
Today I'm focused on strategic partnerships and corporate development, currently leading commercial strategy and a sell-side M&A process for an LED illumination and thermal management company.
“Real, long-term relationships with the people I've built and worked with over the years create more value than any transaction.”
Latest thinking
Case studies and field notes on commercialization, revenue operations, and the partnerships that build enterprise value.
You Don’t Have to Build Everything to Own the Outcome
Just because a company can build something doesn’t mean it should. OEMs face this decision all the time. Develop the technology internally? Add engineering resources? Invest in tooling and manufacturing equipment? Acquire the capability? Or work with a partner that...
Global Capability Does Not Guarantee Regional Growth
A global manufacturer can have strong products, good engineering, manufacturing scale and plenty of resources. None of that guarantees growth in every market it enters. The harder part is deciding how to apply those capabilities locally. Haier’s ownership of GE...
Sometimes You Don’t Need to Sell the Change. You Need to Show It.
Earlier in my career, I managed a sales team in a small division of a very large company. We had a broad product portfolio, and I struggled with something I think happens in a lot of businesses. We were introducing new products, but the sales team naturally spent most...