Twelve years
commanding.
Zero years
sitting still.
Veteran operator. Corporate strategist. The discipline doesn't retire — it scales. Available for consulting, advisory board seats, co-ventures, and keynotes.
Military leadership
isn't a metaphor.
Every title below represents a direct translation — the rank changed, the competency didn't. What the Army called command, the boardroom calls executive leadership.
"The skills required to manage a battalion in contact — decision velocity, resource allocation under scarcity, coalition building across competing interests — are precisely the skills that separate good executives from great ones."
Proof of
impact.
Numbers don't lie in combat — and they don't lie in the boardroom. Every metric below was earned under conditions that don't allow for revision.
Personnel Commanded
Direct & indirect leadership across 4 combat deployments
Budget Managed
Across aviation assets, logistics, and personnel operations
Mission Completion
Over 1,200 operational sorties with zero critical failures
Combat Theaters
Afghanistan · Iraq · Horn of Africa · Pacific Command
Fastest Turnaround
Rebuilt a non-mission-capable unit to full operational status
"He didn't just manage the mission — he owned the outcome. The kind of leader who makes everyone around him better by proximity alone."
What they say
on the record.
"In 22 years of military service, I have encountered fewer than a dozen officers who possessed the combination of strategic vision and tactical execution that defines genuine leadership. He is one of them. The private sector is fortunate to have him."
Brig. Gen. Marcus T. Reed
Deputy Commanding General
XVIII Airborne Corps
"We brought him in as an advisor during a company-wide restructuring. What we expected was process improvement. What we got was a complete recalibration of how our leadership team thinks about accountability. Revenue impact: $14M in the first year."
Diane Kowalski
CEO
Meridian Defense Partners
"He walked into our most chaotic quarter and within 90 days had established operational rhythms our team still uses three years later. He doesn't consult. He commands — with your permission, and with your results."
Nathan Osei-Bonsu
Co-Founder & CTO
Groundwork Systems
"The ability to hold a room of competing generals and a room of competing VPs with equal authority — that's not taught in business school. That's earned. He's earned it twice."
Col. Patricia Nguyen
Director, Army Futures Command
Department of Defense
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