Selected outcomes

Growing a U.S. business 250% at a higher margin

McLaren Applied Technologies · Vice President of Operations, U.S. Division · 2011–2019

The U.S. business of a global technology division grew 250% while its operating margin rose from 23% to 38%.

The situation

The brief was to exceed a $5M revenue goal at 45% margin targets.

What I owned

• An operating budget above $5M
• The U.S. engineering and operations teams
• The go-to-market strategy for enterprise accounts
• A West Coast office launched with sales, development, and support capability

What changed

• The U.S. business scaled 250%
• Operating margin improved from 23% to 38%
• More than $2.5M in enterprise contracts with Apple, Google, and Uber, from a realigned go-to-market strategy
• A Silicon Valley hub generating more than $1M in recurring revenue
• Customer satisfaction up 46%

Zero on-track failures across eight years

McLaren Applied Technologies · Vice President of Operations, U.S. Division

Engine control unit systems delivered to every car in the NASCAR Cup Series field, with no on-track failures across eight years.

The situation

Race-critical systems run to a zero-tolerance standard. A failure happens in public, at speed.

What I owned

• Delivery of the control unit systems to every car in the field
• Supply of control units, sensors, and dashboard systems as the INDYCAR spec supplier
• The engineering and operations teams, regulatory compliance, and continuous product improvement

What changed

• Zero on-track failures across eight years
• Every problem absorbed and resolved before it reached the track
• Exclusive supply of NASCAR’s first digital dash display, developed in partnership with Visteon

Reversing a revenue decline, $6M to $10M

Cosworth Electronics · Vice President of Operations, U.S. Division · 2008–2011

A U.S. business whose revenue had fallen 20% was turned around and grown from $6M to $10M within three years.

The situation

Revenue had fallen 20%, and the business served more than 200 accounts.

What I owned

• Profit and loss, and a $12M operating budget
• An operations team of 22
• Market evaluation, product management, and talent
• Direct customer relationships across the account base

What changed

• The 20% decline reversed; revenue grew from $6M to $10M in three years
• The account base up 10%
• New revenue streams across racing, aviation, military, and industrial sectors
• The ten-year NASCAR timing and scoring wireless network contract won
• A major military provider distribution contract won, with cost containment that protected profitability

Positioning an AI company for acquisition by General Motors

Rho AI · Director of Operations, Pit Rho · 2020–2022

A startup providing predictive analytics for motorsport race strategy became acquisition-ready and was acquired by General Motors in late 2022.

The situation

General Motors was relying more and more on the platform, which processes live timing and scoring feeds twice a second to project finishing positions and simulate pit strategy.

What I owned

• Operations and delivery for the platform
• The artificial intelligence model deployment team
• Relationships mapped inside General Motors’ motorsport operation
• Operational integration planning with the General Motors acquisition team

What changed

• Software revenue doubled and the user base grew 30% through contract restructuring
• Turnaround time for racing clients down 50% and output capacity up 40%
• Model deployment speed up 60% and prediction accuracy up 47%
• I helped position the company for the acquisition and led the operational integration planning

Repairing delivery for business-to-business software clients

Grantic Operations · Founder · 2019 to present

Implementation and customer success operations reorganized for mid-market software clients, with delivery overhead down 15–25% and customer satisfaction held above 90%.

The situation

Delivery overhead, rework, and escalations were costing time, and some enterprise accounts were at risk during product roadmap gaps. No client is named, by design.

What I owned

• Implementation and customer success operations
• Executive dashboards, workflow documentation, and training materials
• Fit-gap analysis, release expectations, and mitigation plans for at-risk enterprise accounts
• Standard operating procedures, checklists, and a remote delivery track

What changed

• Cross-team friction down 15–20%, delivery overhead down 15–25%, escalations down 10–15%
• On-site delivery hours down 15–25% and rework down 10–15%
• Customer satisfaction held above 90%
• New team onboarding 20% faster