01
Develop managers who can lead
Set clear expectations, measure what matters, and give managers the authority to make decisions and own the results.
OPERATING BRIEF / 2026AUSTIN, TEXAS OR REMOTE
General Manager & Operations Executive
Open to General Manager, COO, Vice President, Senior Director, and Director roles
Growth from approximately $2M to $80M takes more than demand.
I built the management structure, systems, products, and fulfillment that helped make it possible.
Consumer-products, media, and DTC operations executive with unusually deep supplement-industry experience.
- $2M → $80M
- Approximate revenue environment
- 750,000
- Approximate annual orders
- 7 / 80
- Managers / approximate organization
- 250+
- Products launched
01 / OPERATING STRENGTHS
What I bring to an operating role.
Broad operating judgment, developed from the front line through director-level responsibility.
02
Bring separate functions together
Align ecommerce, product development, purchasing, customer service, IT, and fulfillment around shared priorities, clear ownership, and reliable handoffs.
03
Fix the right problem
Look past the immediate symptom, identify what is holding performance back, make the necessary tradeoffs, and build a practical solution the team can sustain.
02 / OPERATING DECISIONS
The work behind the numbers.
Three decisions from that tenure that show how I handle scale, economics, risk, and cross-functional execution.
01 / BUILD THE SUPPLEMENT BUSINESS
Turn a third-party assortment into a proprietary revenue engine.
Supplements became the largest revenue-driving part of a proprietary portfolio that grew from zero to approximately 90% of company revenue.
MANUFACTURING & COMMERCIALIZATION
Managed approximately 40-50 active supplement SKUs across 10-12 manufacturers and co-packers, including selection, tours, negotiations, onboarding, formulations, ingredients, specifications, MOQs, capacity, testing, COAs, labels, packaging, freight, inventory, pricing, and launch readiness.
ECONOMICS & RECURRING REVENUE
Owned P&L, CAC, LTV, and CM3 and used product cost, fulfillment, transaction expense, marketing spend, and overhead to decide what to scale, fix, or stop. Led approximately 45,000-48,000 autoship schedules across retention, lifecycle programs, failed-payment recovery, refunds, and chargebacks.
REGULATED-PRODUCT EXECUTION
Owned business execution for FDA labeling, FTC advertising claims, GMP, QA/QC, recall readiness, outside counsel, remediation, sales stops, quarantine, and destruction.
02 / SCALE THE INFRASTRUCTURE
Build operating capacity before growth becomes fragility.
Demand was moving faster than the systems, management depth, and physical capacity behind it.
WHAT I OWNED
Enterprise-system selection and business implementation, staged fulfillment expansion, companywide KPIs, and development of seven department managers.
OPERATING EVIDENCE
Approximately 750,000 annual orders, approximately 2,000 SKUs, and an organization of roughly 80 people.
03 / PROTECT REVENUE CONTINUITY
Keep checkout and recurring billing running with 30 days' notice.
A primary payment processor gave notice, putting both new purchases and a large recurring-order base at risk.
WHAT I OWNED
The processor search, merchant relationships, developer and ecommerce coordination, testing, cutover, and a separate path for subscription transactions.
RESULT
The replacement went live without interrupting customer purchases or recurring billing.
04 / DISTRIBUTION NETWORK
SHORTER EXAMPLEChallenge the assumed location with better economics.
When the expected eastern site was in the Carolinas, I compared delivery reach, real estate, trucking distance, fuel use, and replenishment time. The resulting Columbus and Kansas City launches created approximately 62,000 square feet of regional capacity and enabled two-day delivery across the contiguous United States.
62,000Approximate square feet of regional capacity
05 / CAREER PROGRESSION
Experience built from the work outward.
A progression from frontline operations to cross-functional leadership, founder and operator responsibility, and current advisory support.
01
2025 to present
Independent Business Advisory & Operations Support
Independent
Use AI-assisted research, analysis, and documentation to help two owner-led companies clarify priorities, organize work, and turn operating problems into implementation plans, scripts, educational content, performance tools, and decision-ready recommendations.
02
2022 to 2024
Founder and Operator
Nine Rivers Consulting / PrepareToday
Built PrepareToday from zero to approximately $2.8M in recorded first-year order value across more than 6,000 orders, with full P&L responsibility. Its first-year marketing came from personality-led radio and podcast promotion, supported by email; I built and operated the products, website, vendor, payment, fulfillment, customer-service, reporting, and financial systems that converted and fulfilled that demand.
03
2018 to 2023
Founder and Operator
TK Commerce
04
2020 to 2021
Strategic Operations and Special Projects
Ready Alliance Group / My Patriot Supply
05
2007 to 2020
Director of Operations, promoted through operations and fulfillment roles
Confidential, Privately Held Ecommerce & Media Company
06 / HOW I LEAD
I started close to the customer and learned the operation from the inside.
That path still shapes how I lead. I listen to the people closest to the work, make the decision and tradeoffs clear, and give capable managers real ownership. The goal is a business that performs without every answer routing through one person.
AUSTIN, TEXAS OR REMOTE
Looking for the right General Manager or senior operations leadership role.
If your business needs stronger management structure, clearer operating measures, and cross-functional execution, I would be glad to discuss the role.