I help mid-size companies with supply chain and manufacturing operations design their processes, governance, and ways of working — so the right decisions happen at the right level, at the right time.
I work at the intersection of process design, organizational design, change management, and capability building — surfacing what's really happening and building structures that stick.
Intensive sessions that trace work from start to finish — surfacing gaps, handoffs, and inefficiencies that teams have learned to live with.
Frameworks that ensure information flows to the right people at the right level — enabling faster, better decisions without meeting overload.
Facilitated sessions that build shared understanding, assign ownership, and turn recurring friction into resolved process.
Three engagements from a San Francisco-based biotech company — each one started with a room full of friction and ended with a team that knew how to move.
Commercial and supply chain teams operated in silos — no shared forum, no S&OP process, each fluent in their own metrics but disconnected from the other's reality.
Facilitated a cross-functional workshop and established the company's first Demand Review meeting as a structured, recurring part of the S&OP cycle.
Recurring tension between clinical trials and clinical supply chain around ownership and accountability — with neither team having full visibility into the other's reality.
End-to-end process mapping session from study protocol to study close — both teams in the room together, making invisible gaps visible in real time.
Post-launch role ambiguity, territorial friction over commercialization handoffs, and Phase I/II development gaps that had created Phase III bottlenecks.
2-day workshop using strengths-based facilitation, retrospective analysis, and iterative framework development to enable honest dialogue without defensiveness.
Three principles that run through every engagement — and why the frameworks last after I leave.
Terminology and structure land as the client's own — not consultant-imported. Adoption happens because people recognize themselves in the work.
People can't solve problems they haven't admitted exist. My sessions are designed to surface the truth without making anyone the villain.
Every framework I build is designed for adoption — not just documentation. Change sticks when it's built with the team, not handed to them.
Let's start with a 30-minute discovery call. You'll leave with clarity on where you're stuck and what it would take to fix it.
Book a discovery call