$1.3B+
Capital deployed across equipment, land & development
About
Senior operating executive · Operational transformation · Asset-intensive scale · Capital efficiency
An operator-first leader who connects field execution with enterprise strategy.
I'm a senior operating executive with more than 20 years building, scaling, and transforming complex, asset-intensive businesses. My experience spans multi-site operations, logistics, fleet strategy, inventory management, catastrophe response, real estate infrastructure, global operating support, and large-scale transformation.
The through-line is simple: I connect what happens on the floor to capital allocation, leadership accountability, and measurable performance. RyPres Consulting is how I bring that to other operating teams.
Get in touch →Over a 19-year tenure at a large, publicly traded, asset-intensive company, I progressed through increasingly senior operating roles — from General Manager and Regional Manager to Director of Corporate Operations and, ultimately, Vice President of Corporate Operations. In that executive role, I helped lead a global operating platform across 200+ locations and 10,000 employees while managing a $600M+ operating budget and more than 1,100 indirect reports.
A defining part of that work was scaling annual processing volume from 1.6M to 3.4M units — through process redesign, execution discipline, leadership development, and scalable operating systems. Throughput and volume grew substantially without proportional cost increases, while service levels, field accountability, and operational consistency held.
The result wasn't approved spend. It was capital converted into operating capacity, service improvement, and scalable growth.
I've always operated at the seam between strategy and execution. Over my tenure I was responsible for more than $1.3B in spend across equipment, land acquisition, and development — including $500M+ in equipment and $800M+ in land and development. That work ran from site identification and financial modeling through capital prioritization, transaction coordination, development oversight, and operational readiness, working closely with legal, finance, construction, and operating leaders to move projects from concept to execution.
My leadership model is situational and grounded in accountability. I believe in clear expectations, direct communication, strong field visibility, and disciplined follow-through. My style flexes by situation — direct when performance requires clarity, collaborative when alignment is needed, strategic when capital decisions must support long-term value, and hands-on when execution risk is highest.
I operate comfortably between board-level strategy and field-level reality. I can discuss investment priorities, margin improvement, and long-range capacity planning with executives, then work with operators to understand what will actually happen on the ground. That bridge is where operational transformation succeeds or fails.
In recent years I've focused closely on the practical application of AI in business operations. I believe AI will materially reshape how companies manage workflows, decision-making, customer response, reporting, labor productivity, and leadership visibility — but only when adoption is grounded in real operating needs.
My approach is to identify the highest-friction areas first — manual reporting, field communication, customer response, compliance workflows, capacity planning, labor scheduling, procurement visibility, and executive decision support — then prioritize practical use cases that improve productivity and consistency without overwhelming the organization. The value isn't automation for its own sake; it's helping teams make better decisions faster.
I don't only advise on operations and technology — I build. RyPres Consulting is my own bootstrapped company, and I spend real time as an independent, hands-on builder, shipping software products end to end with modern AI tooling. That keeps my perspective current and practical: I work with the same tools I'd put in front of a client, so I know firsthand where they create leverage and where they fall short.
It also shapes how I show up. I'm comfortable owning outcomes, moving fast, and doing the work rather than producing a deck and handing it off. The founder's instinct — resourceful, accountable, focused on getting something real into the world — is the same instinct I bring to an operating problem.
After a successful 19-year run, I transitioned into advisory and selective executive work. Through RyPres Consulting, I focus on senior operating mandates where my background in enterprise transformation, capital efficiency, asset utilization, and multi-site execution can support meaningful value creation — for organizations that need more than a strategy presenter, and want a senior operator who has already managed scale, capital, and complexity.
Business Management coursework — College of Southern Nevada and Pierce College.
If your situation calls for an operator who's been there, I'd welcome the conversation.