I started my career as a structural engineer designing offshore oil platforms in the North Sea. My job was calculating loads, analyzing steel structures, and making sure everything could handle the harsh conditions out there. It was technical work, and I was good at it.

But I started noticing something. Even when the engineering was perfect, projects would hit unexpected snags. A subcontractor would deliver exactly what their contract said but somehow miss what we actually needed. Or a critical decision would sit in limbo for weeks because getting the right stakeholders aligned felt impossible. These weren't technical failures - they were coordination problems.

I found myself naturally stepping in to untangle these situations. When a project hit a critical interface issue that threatened our timeline, I ended up coordinating between multiple engineering teams and external contractors to keep everything moving. That's when I realized that the technical work was just one piece. The real challenge was orchestrating all the moving parts.

This insight changed my career trajectory. I moved into roles at KBR and CB&I that had major financial impacts, managing increasingly complex programs. I was running $4B sales pipelines, coordinating 800+ person teams across multiple countries, handling contract negotiations for $2B LNG projects. Each role taught me more about what actually makes large, complex programs succeed.

What I learned was that successful programs weren't about having perfect plans or the best technology. They needed someone who could anticipate problems, make tough calls with incomplete information, and keep everyone pulling in the same direction when things got stressful. I came to understand this best during a $1B+ construction project at Lendlease when the client’s funding disappeared overnight. Managing that crisis while keeping the program from completely falling apart taught me more about leadership under pressure than anything I'd experienced before.

When I joined Deloitte, I finally found my true calling. I started leading Oracle transformations for companies in construction, defense technology, and manufacturing. These projects were far beyond just technology projects. They were fundamental changes to how these businesses operated, and the stakes were enormous.

During these implementations, I kept seeing the same issues. Executives would kick off these transformations feeling confident and prepared. Then the reality of juggling calls, making complex system decisions, and aligning stakeholders on top of running their actual business would hit them. These were smart, capable leaders, but they were essentially trying to do two full-time jobs.

I finally made a decision that made the most sense to me. I'd spent years in the oil and gas, construction, and manufacturing industries where you can't afford to get things wrong. I'd learned how to manage complex programs with lots of moving pieces and keep everyone aligned even when things got messy. My Deloitte experience had given me the technical side of enterprise transformations.

I started Strat Scale because I'd watched too many good executives burn out trying to run their business and manage their transformation at the same time. What I do is straightforward: I take complete ownership of your implementation. You focus on your business, it keeps growing, and your transformation actually succeeds. Your implementation projects aren’t just a technology transformation. They include major business changes that need dedicated leadership, not someone trying to squeeze it in between everything else.

Whether you're facing an implementation crisis that needs immediate intervention, planning a major transformation that requires comprehensive leadership, or simply want strategic clarity before making critical decisions, I've been where you are. And I know how to get you where you need to go. Check out my services or simply schedule a call with me to discuss how I can help you.