External leadership matters most when the situation is unclear and traction is slipping
When a business hits turbulence, it shows up as Liquidity pressure, Transition strain, EBITDA erosion, Leadership continuity gaps, or Scaling breakdowns—and leaders get pulled into the daily vortex
For each use-case below, there are examples of outcomes delivered on the “Results” page
Execution-Driven Cash & Working Capital Pressure
Cash pressure is execution in disguise. Inventory builds, receivables stretch, expediting increases, and forecast/schedule noise drives working capital in the wrong direction. I isolate the operational drivers of cash, restore operating cadence, and lead execution that releases working capital and stabilizes cash flow—without short-term financial maneuvers.
Post-Acquisition & Ownership Transitions
After a transaction, gaps surface fast—performance, systems, and leadership capacity often don’t match the investment thesis. Priorities shift, expectations reset, and the business must operate under a new ownership cadence. I confirm reality quickly, align direction with ownership priorities, and lead execution through the transition until performance stabilizes and the business runs predictably.
Margin Erosion & Performance Drift
Performance doesn’t collapse—it drifts. Margin leaks through small execution losses: labor productivity slippage, yield and scrap creep, schedule volatility, expediting and premium freight, and slow decision cycles. My role is to isolate the true drivers (pricing/mix vs. execution), restore cadence and accountability, and lead execution that stops the erosion and restores EBITDA.
Leadership Gaps & Transitional Vacuums
Key leaders don’t stay, founders exit, and other leadership team members depart. The result is a leadership vacuum at the enterprise level. Decision-making slows, accountability diffuses, and execution stalls. My role is to step in immediately, stabilize the team, clarify decision rights and operating expectations, and restore cadence—providing continuity and traction while permanent leadership is built.
Growth Strain & Scaling Pressure
Growth breaks systems before it breaks results. What worked at one scale stops working at the next—decision-making slows, accountability blurs, priorities multiply, and execution becomes inconsistent. My role is to simplify direction, install the operating cadence and execution mechanisms that fit the current stage, and lead the transition until growth and performance are back in balance.
Across these situations, my role remains consistent: confirm reality, reset direction, and lead execution at the enterprise level until the business stabilizes. Engagements may take the form of interim leadership, fractional executive involvement, or focused stabilization mandates depending on the needs of the business.