Most executives at this level came up through large corporations only. They know the systems but not the risk. I've done both — Fortune 50 discipline and 8× founder accountability. That combination is rare at the $50M–$500M level.
The corporate side
17 years at Dell Technologies — rising to Director level with full P&L ownership, $12M+ annual operating budgets, and transformation programs at a scale most companies will never see. At peak: governing Salesforce CRM across 15,000+ B2B agents in 80 countries, leading a 4DX cultural transformation for 7,000 employees (one of Dell's top-five chairman-level priorities), delivering $50M+ annual cost reduction, and spearheading M&A integration across Compellent, Force10, KACE, and Perot Systems simultaneously.
I hold a USPTO patent for a machine learning model deployed on Salesforce's service lifecycle — 10% resolution time reduction, 130 bps CSAT improvement, 500% Hyperautomation ROI. Dell President's Award — 1 of 2 recipients from 35,000 employees. TSIA STAR Award for AI innovation in service operations.
I know what world-class operations look like from inside a Fortune 50. More importantly, I know what breaks when a PE-backed company tries to operate at that standard without the infrastructure — and exactly how to build it.
The entrepreneur side
In parallel with my corporate career, I co-founded 8 businesses across manufacturing, real estate, and construction — 4 exits. The most instructive: Kanish Plasters, built from a single founder to a 300-person operation delivering 3 crore+ square feet across South India. No external funding. No safety net. Consistent 2× annual revenue growth. Today a fully systems-led business that operates without me.
When I sit across from a CEO navigating PE ownership, I'm not theorizing. I've felt the weight of payroll, the pressure of investor scrutiny, and the satisfaction of watching a business run without you.
Today
I work with PE-backed and mid-market companies at $50M–$500M revenue as COO and Operating Partner — fractional or full-time, depending on what the situation requires. Current active engagement: embedded executive advisor to a PE-backed manufacturer with $1B+ revenue across 28 US/Canada locations — governing a 3-year IT transformation plan with CIO including ERP modernization, AI capabilities, and active carve-out support.
I'm also open to full-time COO roles at PE-backed companies navigating a critical transformation — post-acquisition integration, turnaround, scale for growth, pre-exit readiness, or M&A integration.
I work with a small number of clients at a time — always hands-on, always accountable for outcomes. If you want a firm with 200 partners and a polished deck, I'm not the right fit. If you want someone who sits in your leadership team, owns the roadmap, and tells you the truth — let's talk.