I build the operating systems that let high-growth companies scale without breaking.

Freedom Forever's customer acquisition ran on door-to-door sales, third-party purchased appointments, referrals, and self-generated leads. The company had never operated a retail channel, and none of the existing channels could scale fast enough to support the growth target. An opportunity emerged to launch a national retail program through Home Depot, with Sunnova as the prime contractor. I was brought in alongside a colleague to stand the program up; my charter was the operating system beneath it: the infrastructure, processes, and systems that would let the channel actually run.

What didn’t exist:

• Retail playbook, team, training, KPI framework, or P&L
• CRM workflow capable of accepting retail leads
• Independent rep network willing to take retail appointments
• Installer badging infrastructure to meet retailer compliance standards

Built the operating system in parallel with the partner deals closing.

• Software-first. Customized the CRM with engineering, including a QR-code lead-capture system that registered the customer, the rep, and the store in a single scan with embedded legal consent.
• Distributed sales force. Recruited thousands of independent reps to opt into retail appointments; each cleared through Home Depot’s background-check and badging process.
• In-store presence. Contracted a 3PL partner to staff active stores 20+ hours per week, removing the hiring overhead from Freedom Forever.
• Install network. Onboarded and badged installation crews nationally to meet retailer compliance for in-home visits.
• Operating cadence. Instituted weekly cross-functional reviews with sales, legal, engineering, and the client.

Six months in, Sunnova filed for bankruptcy. As the umbrella collapsed, I kept the operating system running through the transition: rep network, 3PL coverage, installer compliance, and lead routing all stayed intact while the relationship transitioned to a direct contract between Freedom Forever and Home Depot. Over the following year, I extended the program onto the same operating chassis to Lowe’s (under Sunly) and ACE Hardware.

360 Talent Avenue was an 8–10 person RPO startup running on willpower. One mid-size client. Under $100K in annual revenue. Recruiters worked independently with no shared system, no reporting, no coordinated strategy. Every operational decision flowed through the CEO, which made the business impossible to scale beyond her personal bandwidth. I joined initially part-time to help build out analytics; within weeks, the CEO asked me on full-time as COO, a seat that had never existed.

What didn’t exist:

• P&L, forecasting, or financial visibility
• Sales team, marketing function, or social presence
• Onboarding playbook, KPI framework, or operational reporting
• HR systems, legal contracts, or a real website
• Coordinated growth strategy, vertical targeting, or pipeline discipline

Built the operating system in parallel over four years.

• Service-line diversification. Expanded beyond core RPO into Specialized Search and Recruitment Consulting.
• Outsourced lead generation. Partnered with a third party that delivered daily qualified appointments; the CEO and I closed alongside.
• Vertical and seasonal targeting. Holiday hiring in fall, solar in spring, healthcare and finance year-round.
• Marketing function. Established the marketing function from inception (web, content, social, newsletter).
• Recruiter operating system. Operationalized the recruiter team on a searchable ATS with automated tracking and productivity benchmarks.
• Cost discipline. Reduced the largest industry expense (job-board spend) by hiring a specialist to manage Indeed and ZipRecruiter dynamically, throttling spend the moment a posting hit volume targets.
• Onboarding redesign. Compressed client onboarding from a week of discovery to a 1–2 day parallel-track launch (questionnaire out, role posted, candidates submitted while learning the client).

Field service technicians were self-scheduling and completing only 2.5 dispatches per day. Roughly 20% of tech time went to administrative work (scheduling, routing, paperwork) instead of customer-facing service. Customer wait times were climbing, response on critical issues lagged, and the field could not absorb growing service volume without proportional headcount adds. Both customer experience and unit economics were deteriorating.

What needed to change:

• Decouple scheduling and dispatch from the technician role
• Create dedicated capacity to absorb volume without 1:1 hiring
• Establish KPI visibility so leadership could see impact in real time
• Free technicians to spend their day in front of customers

• Business case. Built the financial and operational model showing cost-of-inaction vs. centralization. Presented to the executive team and secured approval to proceed.
• Headcount sizing. Built SLA-driven HC models for both the new central team and the in-field tech complement, ensuring staffing math held under realistic volume scenarios.
• Process redesign. Led whiteboard sessions to redesign scheduling, dispatching, and admin workflows end-to-end.
• Team build. Recruited, hired, trained, and stood up the centralized scheduling function.
• Tracking infrastructure. Implemented KPI tracking and dashboards so program impact was visible weekly, not quarterly.
• Launched in 90 days post-approval.