Client: Federal Prison Industries (UNICOR), U.S. Department of Justice

Context: A self-funded federal manufacturing corporation operating more than 70 factories, facing revenue pressure, changing policy expectations, and heightened public scrutiny.

Challenge: Maintain self-funding and expand opportunities while modernizing operations and managing complex political and public-policy constraints.

Role: Chief Executive Officer / Head of Agency.

Approach:

• Reframed strategy around mission, markets, and financial discipline.
• Rationalized product and facility portfolios while investing in growth areas aligned with federal needs.
• Strengthened relationships with key stakeholders across DOJ, Congress, and industry partners.

Impact:

• Sustained annual revenues above $500 million across diverse product and service lines.
• Improved operational performance and alignment with broader federal priorities and public-policy objectives.

Client: Advanced materials and optics companies in North America and Europe.

Context: High-potential technologies with limited market penetration and unclear commercial narratives.

Challenge: Identify viable markets, retarget offerings, and secure strategic partners capable of scaling adoption.

Role: Chief Executive Officer and strategic business development leader.

Approach:

• Rapidly mastered technical fundamentals and customer economics.
• Clarified and repositioned value propositions for high-value applications.
• Built and negotiated partnerships with global industrial customers and channel partners.

Impact:

• Opened new international markets and moved offerings from niche to strategic relevance.
• Strengthened investor confidence and clarified realistic growth pathways.

Client: Industrial and mission-driven organizations.

Context: Strategy and execution drifting out of alignment; board and management not fully synchronized on priorities, risk, and performance expectations.

Challenge: Create shared clarity on direction and accountability without losing sight of mission or culture.

Role: Advisor to the CEO and board.

Approach:

• Conducted structured interviews with board members and senior leaders.
• Facilitated working sessions to agree on three to five non-negotiable strategic priorities.
• Designed governance and reporting mechanisms to keep those priorities visible and measurable.

Impact:

• Improved decision speed and reduced friction between board and management.
• Clearer accountability and better line-of-sight from strategy to operating metrics and individual objectives.