Parceline scale and sale
COO through headcount scale and strategic sale integration planning.
80 to 340 people; sale closed
A professional score
Operating advisor · growth-stage PE

Program notes
I help growth-stage companies install operating cadence that survives a board deck and a bad quarter.
I.
Portfolio ops and diligence.
2021 - present
II.
Scale and strategic sale.
2015 - 2021
III.
2011
Advise CEOs and boards on operating models, GTM rebuilds, and diligence.
Principal voices
Current repertoire
I trained as an industrial engineer, took a Booth MBA, then spent a decade at Parceline building customer operations into a COO seat through a strategic sale. Since 2021 I have worked independently with PE sponsors and portfolio CEOs. The work is unglamorous on purpose: who owns the number, how often the team meets the truth, and what happens when growth slows.
COO through headcount scale and strategic sale integration planning.
80 to 340 people; sale closed
Installed quarterly operating reviews across multiple portfolio companies.
Still in use post-engagement
Led operating diligence for six targets across two sponsors.
8 portfolio companies advised
6 diligence processes led
COO through sale
Commission 01
Select roles for growth-stage software and services companies.
Commission 02
Target review for PE sponsors.
A charismatic CEO without a weekly truth session will still be surprised by the quarter. Build the session first.
Score·shown with a fictional demo record
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