The White Space
Building operational infrastructure through acquisitions and organizational change
I've been creating order from chaos since the '90s, starting with The Gap's denim wall, folding and sorting 200 pairs of jeans by wash, style, and size. I didn't realize it then, but I was reducing friction to help customers find what they came for. Now, instead of folding jeans, I'm doing the same work at a different scale.
Since then, I've lived through every ownership model a company can go through: founder-led, PE-backed, public, private again, and PE-backed under new investors. Each transition changes what "integration" means in practice. I've built the operational backbone through all of them.
Healthcare consulting and life sciences firms with recent acquisitions depend on integration to deliver measurable results. But as organizations grow, things break down in the white space that tends to be overlooked. Siloed teams with competing goals slow progress, making execution harder.
I manage the white space between teams where friction stifles growth.
That's where I come in: I connect leadership priorities to day-to-day work, align teams that don't naturally coordinate, and build the structure and support people need to do their best. I work across strategy, execution, and transformation, improving cooperation and information flows to unlock momentum.
This isn't the kind of work that makes it into a board presentation, but I love it.
Proof Points
Team Integration
“Herculean effort, beyond any expectations.”
— CEO
Three people attended every meeting because no one knew who owned what, and the CMO stopped expecting the team to execute without her. I clarified ownership, cut meeting attendance to one, consolidated tracking into one system, and unblocked a stalled internal newsletter. The team settled in quickly, and the CMO redirected her time to the company's first enterprise strategic plan.
Cross-Functional Alignment
8 DAYS/YEAR FREED
Quarterly town halls for 1,200 employees were a scramble, with revisions flying between the CEO, CMO, and Chief People Officer until the morning of the meeting. I built a structured prep timeline and held senior leaders to it, then handed it off once it ran smoothly. Result: ~8 days of leadership time freed up annually, and staff feedback at 76% positive, the highest since 2022.
Sustained Ownership
15,000+ LEADS
Since 2020, I've owned end-to-end production of the company's biggest annual lead-generating event, a live industry outlook webinar and published report. Over six years: leads up 80%, production time down 30%, five Inhouse Design Awards. That time improvement happened despite a 60% departmental budget cut from FY25 to FY26, proving growth with fewer resources, not more.
Resume
“I specialize in the white space after a healthcare acquisition — turning leadership priorities into daily execution, bringing disconnected teams into sync, and making progress visible.”