From Designer to CEO: 20 Years Building Scalable Operating Systems

Software. Manufacturing. Commerce. Capital Allocation.

For over two decades, I’ve entered complex or constrained systems and helped teams translate potential into operationally sound, financially disciplined growth engines. My work spans global manufacturing, enterprise commerce, omnichannel retail, remote operating models, and full P&L leadership to $220M+.

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The Pattern

Across Nike, Microsoft, Chico’s, JCPenney, Conn’s, and SelectBlinds, the surface problems changed. The underlying constraints did not.

Misaligned incentives
Unclear decision rights
Growth without operating rhythm
Capital deployed without discipline
Digital capability disconnected from supply chain reality

My work has been installing clarity: defining ownership, aligning execution, tightening unit economics, and building repeatable systems that scale. Sometimes the system stabilizes and thrives. Sometimes the broader structure fails despite operational progress. Both outcomes have sharpened my judgment.

Career Seasons

Nike (2000–2006)
Building digital commerce in a post–dot-com world.
Learning to design under capital caution and cross-functional ambiguity.
Microsoft (2006–2009)
Governance, usability standards, and scaling teams from craft to system.
Chico’s FAS (2014–2017)
Digital as an operating layer across stores, inventory, and enterprise execution.
JCPenney, Art Van
Where digital growth collides with legacy economics.
Conn’s HomePlus, SelectBlinds (CEO)
Full accountability: margins, manufacturing, supply chain, operating cadence.
BodhiAI Fund, TechKids Foundation
Evaluating founders, de-risking bets, and applying pattern recognition across systems.