Experience
The serious AI build work happened over the last year or so, developed inside a live business under real operating conditions. Calling it out separately because it cuts across the eras below and because it's genuinely different from what most operators bring.
There's a difference between using AI tools someone else configured and building the infrastructure yourself. I've been the builder — inside a live business, with a real team depending on the output, iterating while operations were still running.
Four years running the operational and marketing function for Quantum Human Design, a seven-figure online education and coaching company. Team of 11 full-time and contractors plus four to five vendors.
Grew campaign frequency from roughly one a month to one and a half to two a month, then maintained that output through a significant contraction: seven full-time down to four, four part-time down to two, three vendors down to one. The copy and social functions that had been going to outside teams moved in-house through AI systems I built. Output held; the headcount didn't.
Read the macro contraction early. Led the operational response before it became obvious: team consolidation, vendor reductions, product line simplification, and in-housing of work that had been going to contractors. Used AI tooling and team training to make a smaller team run at the same output level.
Owned all of: campaign planning and execution, team management, vendor relationships, email platform operations, paid media oversight, financial reporting, and the AI infrastructure build described above.
The position was eliminated in May 2026.
Two and a half years as President of a marketing training and publishing company. Team of six to seven full-time plus vendors. Twelve to eighteen launches a year.
Built the 12-month promotional calendar that gave every launch a revenue target before the month started. Before that, the company was getting halfway through the month with no clear plan to hit its numbers. After that, every promotional decision had a target, a timeline, and a documented rationale. Stood up the operational systems that weren't there: Slack, daily huddle, weekly leadership meeting, company-wide SOP playbook, and campaign documentation as the single source of truth for every promotional decision.
First inside-a-company executive role — a bridge from agency operator to full-time executive. Stepped in during a growth phase, took on product, operations, and customer support within ninety days. The agency ran concurrently. What I learned there confirmed I was moving in the right direction; Perry Marshall was the full commitment.
Built conversion infrastructure for 40+ founder-led businesses across seven years as a boutique agency. Peak roster of 12 to 15 concurrent clients with a core team of two full-time plus contractors. 50+ launches across the agency era.
Client roster: Perry Marshall, Christian Mickelsen, Scott Keffer, Drew McLellan, Dan Schwartz, Eric Moeller, Mitch Matthews, Adam Carroll, Heather Van Vorous, William Appelgate, and others.
Notable engagements:
A&C continues at minimal capacity. My full attention is on finding the right operating role.
Bought and operated a LearningRx franchise in Des Moines. Cognitive training for kids, two locations. Eight years. P&L ownership, four full-time plus fifteen part-time staff, sales, marketing, enrollment management, and operations built from scratch. One of the top-performing franchises nationally — multiple years — with $800K-plus in annual revenue across two locations at peak. Sold the business in 2013.