I build, scale, and transform businesses by finding what actually drives performance and getting everyone aligned around it. Twenty-five years as a founder, CEO, and Chief Commercial Officer, with two successful exits.
The answer is almost always in the data. The problem is almost always that no one is looking at the right data together.
I co-founded Global Medical Imaging and grew it to $30M before its sale to private equity. I then founded Highline Labs and grew it from zero to $24M before its acquisition by Mako Medical. Two companies built from a standing start, and two exits.
At Mako, I helped lead the company through the COVID surge as revenue grew from $30M to approaching $1 billion, then moved into the Chief Commercial Officer role and led the restructuring that followed. Today I hold direct P&L accountability for a $60M clinical diagnostics market with oversight of another $60M, and I serve as CEO of Centennial Diagnostics.
The thread through all of it: find the signal inside complicated organizations, build the infrastructure that makes it visible, and align the team around it by teaching the why, not just the what.
Teams that understand the reasoning make better decisions in the field and execute faster, without waiting for permission.
I start with the people closest to the problem. Once the input is in, I commit and execute without ambiguity.
When everyone sees the same data, the conversation moves from debating the numbers to solving the problem.
Problems surfaced early get solved early. I hold myself to that with ownership and boards, and expect it from my team.
Every leader has a philosophy. These are the situations that tested mine.
I led the restructuring of a commercial organization from more than 5,000 employees at its peak to about 600. Direction was set with ownership. The solutions came department by department, from the people who ran sales, account management, customer service, revenue cycle, and phlebotomy. Customer service went from 30 people to 9 without losing service quality.
As CEO, I recommended shutting down a clinical blood testing expansion that was launched before I arrived. After months of testing pricing, go-to-market, and customer segments, the evidence was clear: the losses were putting a healthy molecular business at risk. Stopping it protected the core.
After our sale to private equity, the capital behind the planned acquisition strategy was no longer available. I went to the board with the data and a bridge strategy built on operational execution and margin. We executed it, and when capital returned, the original strategy went forward.
Direct P&L accountability for a $60M clinical diagnostics market and commercial oversight of a $60M senior care market. Led the commercial restructuring, rebuilt compensation, built AWS operating dashboards, and led the company's AI initiatives.
Full P&L ownership of a $12M molecular diagnostics laboratory operating independently within the Mako Medical family.
Joined through the Highline Labs acquisition and helped lead commercial strategy and market expansion as the company scaled through the COVID surge.
Built a CAP-accredited clinical laboratory from zero to $24M in annual revenue and about 50 employees. Acquired by Mako Medical.
Grew an ultrasound distributor into a $30M medical imaging technology and services company with about 100 employees. Sold to private equity; led the business through the post-acquisition year with monthly board reporting.
MBA, Kenan-Flagler Business School, University of North Carolina
BS with Honors, University of North Carolina at Chapel Hill
Ernst & Young Entrepreneur of the Year (four times)
Inc. 5000 Fastest-Growing Companies (three times)
Entrepreneur Magazine Hot 500
The same approach I used to restructure Mako's commercial organization. Each phase informs the next, and nothing gets decided before it has been tested.
Meet the team, the customers, and the cross-functional leaders. Inventory the data and learn what has already been tried.
Set baselines, build working hypotheses, assess talent, and test the direction informally with key leaders.
Finalize the plan and targets, secure approvals, and build the why so every leader can explain it to their team.
Run the plan against a shared scorecard, review it monthly, and adjust as the market answers our questions.
Whether you're leading a growth company, a transformation, or a portfolio, I'd welcome the conversation.