Leadership

I did not set out to become a transformation leader. I started backstage at Auburn High School in 2001, learning how to run a follow spot and pull a curtain. What I discovered was that I had a natural instinct for seeing how systems worked — and where they broke.

Over the next 25 years, that instinct became a discipline. At every venue, every festival, every consulting engagement, I found the same pattern: the process was not the problem. The operating model was the problem. Information was fragmented. Ownership was unclear. Handoffs created gaps. People were doing heroic individual work inside systems that made their jobs harder than necessary.

So I started building. I built the first SOPs for venues that had none. I built employee manuals, onboarding systems, signal flow diagrams, readiness checklists, and interview scoring frameworks. I built digital workspaces for festivals with 20+ operations groups. I built custom automation that saved touring design teams 50+ hours per project. And along the way, I trained, mentored, or supervised 70+ technicians, students, and staff — because the best operating model in the world is worthless if people cannot adopt it.

What I learned is that transformation is not about tools. It is about clarity. When people can see the map — when they understand the workflow, the ownership, the decision rights, the information paths — they move faster, make better decisions, and produce higher quality work. My role is to make the map visible and help teams navigate it with confidence.