Operating at the intersection of media, sports, and revenue-driven growth
My experience spans senior operating roles, advisory work, and partnerships across media, sports, and growth-oriented businesses. I have spent my career working inside complex organizations where revenue performance, leadership alignment, and execution discipline matter.
Rather than listing roles, this page reflects the environments I’ve operated in and the challenges I’ve helped organizations solve.
Senior Operating Leadership
I have held senior leadership roles within large, multi-market media organizations, working closely with executive teams to drive revenue growth, operational performance, and organizational change.
This work has included:
- Leading revenue and commercial strategy across multiple markets
- Managing large, distributed sales and operating teams
- Overseeing complex P&L environments
- Modernizing sales structures, incentives, and operating cadence
- Partnering with CEOs and executive leadership on strategy and execution
These roles required balancing near-term performance with longer-term transformation in fast-moving, competitive environments.
Media, Sports, and Rights-Based Partnerships
A significant part of my experience sits at the intersection of media and sports, working with teams, leagues, and rights-based organizations on commercial and content-driven initiatives.
This has included work with:
- Professional and collegiate sports organizations
- Rights holders and governing bodies
- Media partners and broadcasters
The focus of this work has been on:
- Broadcast and media rights strategy
- Content and distribution planning
- Sponsorship and partnership monetization
- Aligning media, sales, and operations around shared commercial goals
These environments are complex, highly visible, and stakeholder-driven, requiring clarity, structure, and disciplined execution.
Advisory and Fractional Engagements
In addition to full-time operating roles, I have worked in advisory and fractional capacities with leadership teams navigating growth, transition, and change.
These engagements have included:
- Supporting founders and CEOs as a senior operating partner
- Providing structure and perspective during periods of scale
- Helping leadership teams align strategy, revenue, and execution
- Acting as an extension of leadership without permanent headcount
This work often mirrors the responsibilities of a senior executive, without the long-term overhead or ramp time.
Sales, Revenue, and Commercial Execution
Across roles and engagements, revenue and commercial execution have been a consistent focus.
I have worked extensively on:
- Sales leadership development and operating cadence
- New business strategy and execution
- Revenue forecasting and performance management
- Aligning incentives, accountability, and outcomes
The emphasis has always been on building repeatable systems that sustain performance, rather than relying on individual effort alone.
Scale and Complexity
The organizations I have worked with range from founder-led businesses to large, multi-market enterprises. Common threads across these environments include:
- Multiple stakeholders and competing priorities
- Pressure to perform while transforming
- The need for clarity, structure, and decision discipline
- High expectations for leadership and results
These experiences shape how I show up as an advisor and fractional executive.
If you’re looking for someone who has operated inside complex organizations, understands revenue and execution, and can contribute meaningfully at the leadership level, the next step is a conversation.