I have built organizations from the ground up, led them through every stage of growth, and navigated the kind of setbacks that either break a leader or forge one. That range of lived experience is not something you can manufacture. It is earned.
Manufacturing. Hospitality. Real estate development. Public safety technology. Professional services. Across industries, org charts, and geographies — the kind of range that only comes from one thing: actually doing the work.
What I bring to a company is not a framework. It is a perspective that only comes from having actually been inside the machine — building it, fixing it, and sometimes rebuilding it from scratch.
In 2002, I opened a restaurant with nothing but conviction and a clear picture of what I wanted to build. Eighteen years later, Hacienda de Vega had become a multi-location operation — built entirely from the ground up, on my terms.
Every dimension of that business passed through my hands. Strategy. Finance. Operations. Culture. Brand. Team development. The kind of end-to-end ownership that most executives only read about, I lived — for nearly two decades.
Those eighteen years taught me the patterns that repeat across every industry, every org chart, every founder-led company trying to scale beyond itself. The gap between ambition and structure. The strain of growth outpacing systems. The friction of leadership misalignment. The blindspots that grow quietly until they become crises. Those patterns don’t change with the industry. They became the lens through which I see every organization I walk into.
In 2020, the pandemic ended the business. Not slowly — abruptly. What I had spent eighteen years building was gone in a matter of weeks.
But what the pandemic could not take were the common threads. The operational instincts. The understanding of how teams perform under pressure. The ability to read an organization and know what it needs — before it knows itself. The skills, the patterns, the hard-won judgment. None of that died with the enterprise. It survived it. And it sharpened.
"The enterprise closed. The education didn't. What I built over eighteen years — in judgment, in pattern recognition, in understanding how organizations actually work — survived. And it sharpened."
What followed was the most accelerated chapter of my professional life — and the one that proved everything the previous two had built.
At Decatur Electronics — a legacy manufacturing company with decades of history and an operation in serious distress — I was brought in to stabilize and scale. The supply chain was reshored. A new manufacturing facility was built and staffed. The brand was redesigned. A new website was conceived and launched. Within 45 days of budget approvals and materials sourcing, $580K of stalled inventory had been converted into shipped revenue. And throughout, I maintained oversight of accounting to ensure operational execution and financial discipline stayed aligned.
At Kauai Bahia — a high-growth real estate development and construction group — I designed and implemented the governance frameworks, collaboration systems, and operational standards that gave a fast-moving founder-led organization the infrastructure to grow without losing control.
These are not consulting engagements. They are proof — that the instincts built over two decades of real ownership translate directly into measurable outcomes inside other people’s organizations.
Since 2021, my work has spanned manufacturing, real estate development, agriculture, professional services, and technology. Across industries, org charts, and geographies. The common thread is not the sector — it is the stage.
Companies that have built something real and need the structure to carry it forward.
Manufacturing
Real Estate Development
Hospitality
Professional Services
Film & Television Produciton
Construction
Public Safety Technology
Brand Strategy
The first conversation is a 45-minute executive discussion. No pitch. No proposal. Just an honest look at where you are and whether there is a fit.