I'm selective about what I take on, and I'd rather have a real conversation than field a pitch. If your situation is unresolved and you're trying to figure out what it needs, that's exactly the conversation I want to have.

Work With Me

Three ways I work with organizations, boards, and owners. Each starts with the same question: what is this organization actually trying to become, and what's standing in the way?

Board Service

I serve as an independent director and board chair, and I work inside board committees as a sitting chief executive. That combination is unusual — most directors have only sat on one side of the table.

Where I add the most value:

Boards facing CEO succession or leadership transition
Employee-owned companies navigating valuation, repurchase obligations, and ownership succession
Organizations making a significant balance sheet or capital allocation decision
Nonprofits and authorities carrying long-dated obligations or aging assets
Boards in regulated industries or with significant public-sector exposure

What I bring: operating experience as a CEO, governance experience from three different ownership structures, financial oversight including investment committee service, and fluency in the regulatory and public-capital environment.

Interim & Turnaround Leadership

I've twice taken on an organization in difficulty and been asked to stabilize it. At KINBER that meant arriving as interim CEO, closing a sell-side transaction under pandemic conditions, renegotiating the commercial base, rebuilding the leadership team, and growing revenue 21%.

The work usually looks like:

Diagnosing what's actually broken versus what's merely visible
Stabilizing operations and cash
Executing the transaction, restructuring, or wind-down the situation requires
Rebuilding the team and the operating discipline
Handing off something durable, including to a permanent successor

When it fits: a board that needs a change agent rather than a caretaker, an owner who needs the business run while they step back, or an investor who needs an operator in a portfolio company facing real problems.

Acquisition & Independent Sponsor

Through Golden Road Enterprises, I identify, structure, and lead acquisitions of lower-middle-market businesses — and run them afterward.

Sourcing: proprietary, off-market opportunities in Pennsylvania and the Mid-Atlantic
Sectors: telecommunications and managed network services; specialty and contract manufacturing; industrial environmental services; electrical and mechanical contracting; select founder- or employee-owned engineering firms
Structure: SBA 7(a), seller notes, equity partnerships — flexible capital stacks
Execution: day-one CEO leadership with a clear 3–5 year value creation plan
Alignment: co-invested and permanent capital. No fund clock, no forced exit.

For business owners: if you've built something valuable and don't have a clear path forward, there's a version of this where I lead the business toward a transition on a timeline that works for you — which may include acquiring it myself. Advisory role for you throughout. It's still your business until you decide otherwise.

For capital partners: family offices, private equity firms, and high-net-worth investors gain a committed operator with skin in the game — someone who leads the deal, owns the operating thesis, and runs the company.