Experienced leadership and advisory support, matched to the engagement.
Judgment + ownership of the work
Customer retention
Operations & systems
Team performance
The 90-day engagementDay 1 → 90
DiagnoseBuildEmbed
31 Years
An Entrepreneur Since 18
Three decades of firsthand experience building businesses, leading people, navigating challenges, and making decisions where the stakes are real.
Since 2012
Independent Consulting & Coaching
Bringing business experience and strategic insight to entrepreneurs, professionals, and organizations.
Top-Ranked
Georgia Real Estate Professional
An award-winning agent recognized for performance, with experience training real estate agents and investors.
Recognized
Professional Achievements & Honors
Recognition from Zillow, Trulia, Coldwell Banker Residential Brokerage, the City of Atlanta, and Gwinnett County.
What we stand against
You can get so good at managing the problems that you stop recognizing them as problems.
Isolation.
You're the only person carrying certain decisions. Running a business shouldn't mean figuring out every challenge by yourself.
Blind spots.
Familiarity makes some problems harder to recognize. Important decisions deserve more than one experienced perspective.
Unnecessary complexity.
Workarounds become routine until nobody questions them. Sometimes a different perspective is what makes a complicated situation clear.
CHAPTER 1The problem
Growth exposes what used to work.
Growth has a way of exposing the limits of the systems that once worked. The owner is still capable, but the systems, processes and structure that got the business here start to strain. It usually shows up in one of three ways.
“We keep losing customers we worked hard to get.”
What most owners miss
Not every customer leaves angry. Some leave because nothing gave them a reason to stay. And by the time you notice their silence, they've already made another choice.
What's happening
Inconsistent communication, disorganized service, complaints that escalate, customers who quietly leave.
What we build together
Onboarding and service standards, a plan for staying in touch after the sale, and clear accountability for every customer relationship.
Customer Retention & Revenue Protection
“Everything still depends on me.”
What most owners miss
You can delegate a hundred tasks and still be responsible for every decision. Until people know what they can decide without you, the work moves, but the bottleneck doesn't.
What's happening
The business is growing, but processes live in people's heads, decisions are reactive, and spending happens without clear visibility into performance.
What we build together
Written procedures, decision guidelines, performance measures and accountability, so decisions don't all have to run through you.
Operational Excellence & Business Infrastructure
“I hired people, but they're not performing.”
What most owners miss
Before you question someone's performance, question what you've made possible for them. People can't hit a standard nobody ever spelled out.
What's happening
New hires are expected to deliver without training, management structure or clear performance standards.
What we build together
Training programs, stronger onboarding, manager development and clearly defined expectations, so your team knows what good looks like.
Sales Performance & Leadership Development
Underneath all three sits a bigger question. Being known isn't enough. Being chosen is what matters, and being chosen once isn't the same as being chosen again.
CHAPTER 2What I believe
Every business is a media company first.
Then it sells flowers, concrete, handbags, or food.
You can be exceptional at what you do and still be invisible to the people who would buy from you. And if they don't know you exist, how can they choose you?
Success comes down to preference. Customers don't always choose what's objectively better. They choose what feels right to them. What they recognize. What they trust. What they remember.
Nobody buys shoes just because they're shoes. They buy how those shoes make them feel, who they imagine themselves becoming, and what wearing them says about them. The product is what you sell. The reason someone chooses you is what creates demand.
And we're living in an extraordinary time to build it. You don't need to own a television station, buy a billboard, or wait for someone to give you permission to reach an audience. Your customers are already spending time on platforms where you can publish your story without paying for the post itself.
But visibility alone isn't the goal. Attention without preference is just an audience passing through. The opportunity is to give people something to recognize, remember, talk about, and ultimately choose.
That's where I come in. Visibility and demand strategy is part of my consulting work. Hands-on content and social media support can be added as its own defined initiative.
01Social media gives businesses a place to publish without paying for every post.
02Your customers are already giving these platforms their attention.
03Attention creates an opportunity to become familiar.
04Familiarity, trust, and experience can shape preference.
05Preference influences who gets chosen. And being chosen is where demand becomes real.
Attention is available. Preference has to be earned. Demand is what we're building toward.
I didn't learn this from a book. I learned it over 31 years of building businesses, selling, and filling rooms.
CHAPTER 3My story
I've filled rooms, built teams, and planted gardens.
Boardroom. Stage. Community garden. Different rooms. Different challenges. Different people.
The common thread? Seeing how people, resources, and opportunities connect, then bringing them together around something worth doing. That's what I mean when I call myself a Conduit Strategist.
31 years. More than one seat at the table.
AGE 18My first businessI became an entrepreneur at 18. I've understood what it means to have your own name on the line ever since.
EARLY 20sCar dealership ownerI owned the lot and sold the cars. I learned the business from both sides: the decisions behind the operation and the conversations that close the sale.
OHIO + NORTH CAROLINATwo beauty salonsTwo salons in two states. Different markets, different operations, and a 2001 Avant-Garde Award in Ohio for Most Creative Salon.
GEORGIAAward-winning real estateA top-ranked Georgia real estate agent, recognized for sales performance, listings, and referrals, and featured in the Atlanta Journal-Constitution. I retired from real estate in 2015.
2012 – TODAYConsulting and leadershipIndependent consulting, coaching, business development, and leadership work across industries.
You aren't paying for me to discover what running a business feels like. I've spent 31 years experiencing it from the inside.
Three worlds. One connecting thread.
THE BOARDROOMBuilding businesses. Developing people. Making decisions.
I've trained and coached real estate agents, brokerages, and investors. I've worked with automotive dealerships, including Beaver Toyota in Cumming and Mall of Georgia Chrysler Dodge Jeep Ram in Buford, on sales development since 2018.
I've helped establish businesses and nonprofits, worked across operations, profit-and-loss responsibilities, compliance, and customer success, and experienced the demands of business ownership firsthand.
I've been the person responsible for making the decisions, the person developing the team, and the person expected to produce results.
I understand the difference between having a plan and having to operate the business behind it.
THE STAGEGetting attention. Earning trust. Filling rooms.
From real estate workshops and investor seminars to conference speaking and presentations for Atlanta Public Schools, I've spent years communicating ideas to people with different needs, experiences, and expectations.
I've promoted clubs and restaurants, worked to grow local customer awareness for WiFi Burger and Sushi Nami, and used storytelling, relationships, and community connections to help businesses become more visible.
Seven years in club promotion taught me something that applies far beyond nightlife:
An empty room doesn't care how good the experience would have been. People have to have a reason to show up.
And getting someone through the door is only the beginning.
THE COMMUNITYConnecting people to something bigger than themselves.
In 2013, I partnered with Ted Turner on fundraising efforts to establish a garden at Atlanta Mission, an organization serving people experiencing homelessness.
In Cleveland, Ohio, I organized community giveaways, including gas cards and holiday gifts for families.
I've supported fundraising initiatives, nonprofit development, and community projects that required more than a good idea. They required relationships, coordination, resources, and people willing to participate.
A vision doesn't become real simply because someone believes in it. Someone has to connect the pieces.
The moment that proves it
Anyone can sell what's easy to sell. The real test is what happens when everyone else has given up.
7 daysto find the right buyer after three agents couldn't.
FEATURED IN THE ATLANTA JOURNAL-CONSTITUTION
Three agents couldn't sell it. I found the buyer in seven days.
A vacant Atlanta duplex built in 1920. Pipes stolen. Years of neglect. Three agents had already tried to sell it. Some believed it should simply be given away.
Comparable properties nearby had sold for $5,000 or less.
I didn't see a house nobody wanted. I saw a property that hadn't found the right buyer.
I connected it with a cash investor. It sold for $20,700, more than four times the price of those nearby sales. The Atlanta Journal-Constitution covered the story.
The lesson wasn't that I could sell a difficult house. It was that something can be overlooked, undervalued, or dismissed simply because the right connection hasn't been made.
That's the thinking behind The Front Seat Advisory: examine what's being overlooked, understand who or what is missing, and identify where a connection could make a difference.
My business didn't stop at the Georgia state line.
Selling a home in a market you know is one thing. Building the relationships to connect buyers, sellers, and agents across state lines is another.
Out-of-state referrals require something a local listing alone can't provide: relationships that extend beyond your immediate market. That's where my ability to connect people became as valuable as my ability to sell.
CONDUITSTRATEGIST
I'm the connection point.
I see relationships between people, resources, and opportunities that aren't always obvious. Sometimes the missing piece is a person. Sometimes it's a process. Sometimes it's a different way of looking at what's already there.
On stage, I've filled rooms. In business, I've built relationships and pipelines. In communities, I've helped bring resources to people who needed them.
Different settings. The same instinct.
Find the connection. Bring the pieces together. Make something possible that wasn't happening before.
Recognized along the way.
Different industries. Different stages. Different kinds of work. A career that has never fit neatly into one title.
Endorsed by Les BrownMotivational speaker, author, and internationally recognized voice in personal development.
Featured in the Atlanta Journal-ConstitutionCoverage of the Atlanta duplex sale. Read the story above ↑
Top-Ranked Georgia Real Estate AgentRecognized by Trulia, January 2015.
Top Sales Associate, Outgoing Referrals — April 2013
Top Sales Associate, Listings Taken — July 2013
Agent of the Month, Units Sold — May 2014
Community Advocate Award State of OhioRecognition for humanitarian and community work in Cleveland.
Making a Difference Award City of Atlanta & Gwinnett County, GeorgiaRecognition for community involvement and service.
Strong Character Award GeorgiaRecognition for character and personal contributions.
Avant-Garde Award Ohio, 2001Recognized for Most Creative Salon.
Recognition tells you where I've been. How I work tells you what it's like to have me beside you.
CHAPTER 4How I work
You're not hiring hours.
You're hiring my mind: the way I see problems, the judgment to know what matters, and the commitment to see the work through.
Thirty-one years of building, leading, selling, and solving problems have taught me something: not everything demanding your attention deserves it. And not everything that looks like the problem is the problem.
I bring that experience to your business, with the judgment to know where to begin and the discipline to stay involved beyond the conversation.
You keep the vision, the decisions, and the final say. I take responsibility for leading the work we agree to do.
Six commitments guide how we work together.
01
Relief comes first.
Not everything urgent deserves your attention. And not every important problem needs to be solved first.
We begin by understanding what is creating the most pressure, what may be causing it, and what deserves attention first.
The priorities are established together, so the work begins where it matters most.
02
Judgment over hours.
You're paying for experience and defined work, not a running clock.
We agree on the scope and fee before the engagement begins. No hourly meter. No incentive to stretch a task just to bill more time.
My focus is on applying the right judgment to the work we've agreed upon, not measuring my value in hours.
03
Ownership of the work.
I don't believe a recommendation is the same thing as implementation.
When implementation is part of our agreement, I don't simply hand you a list of things to fix and disappear.
I help lead the agreed work, coordinate with the people involved, follow through on responsibilities, and prepare the handoff.
Your business remains yours. My responsibility is the work I've committed to perform.
04
Consistency builds trust.
A good first meeting means very little if nothing happens afterward.
Trust is built through communication, follow-up, clear expectations, and doing what you said you would do.
We establish ways to review the work, discuss obstacles, and assess progress throughout the engagement.
05
Systems that outlast me.
If everything falls apart the moment a consultant leaves, what was actually built?
Where system development is part of the engagement, the goal is to create processes, standards, documentation, and reporting tools that your team can understand, maintain, and use.
The knowledge shouldn't walk out the door with me.
06
Clear terms. No surprises.
A working relationship shouldn't require guesswork.
We define the scope, deliverables, responsibilities, availability, fees, and timelines in writing before work begins.
If something changes, we discuss it and agree on the adjustment before expanding the work.
You know what I'm responsible for. I know what you're responsible for. And we both know what we've agreed to.
Six commitments. One way of working: bring experience to the table, establish clear responsibilities, and follow through on the work we agree matters.
That's how I work. Now let's talk about where that work can make a difference in your business.
CHAPTER 5What you get
Make money. Save money. Save time. See what others miss.
Four places where well-done work can show its value.
01 · MAKE MONEY
Revenue isn't only about finding new customers.
A lead nobody followed up with. A customer who bought once and never came back. A sales conversation that depends on who happens to answer the phone.
Each one is an opportunity worth examining before you spend more money chasing the next customer.
Where we can focus
Sales process and follow-up, from first conversation to signed agreement
Customer retention and repeat business
Visibility and positioning, so the right customers can find and choose you
The experience behind it: Sales development work with two Georgia dealerships since 2018, combined with my background as a top-ranked Georgia real estate agent.
02 · SAVE MONEY
Some of the most expensive problems never appear as a single line item.
A repeated mistake. A process nobody questions. Work that gets done twice. Spending without clear accountability.
Individually, they may look small. Together, they're worth examining.
Where we can focus
Operational spending, inefficiencies, and unnecessary duplication
Financial visibility, performance measures, and accountability
Access to fractional executive services without creating a permanent executive position
The experience behind it: Business ownership, P&L oversight, and operational leadership across multiple businesses and industries.
03 · SAVE TIME
Being needed for everything isn't the same as being needed where it matters.
When every question, approval, and exception comes back to the owner, the business can become dependent on one person's availability.
The answer isn't always to work harder or hire more people. Sometimes it's examining how decisions are made.
Where we can focus
Documented procedures and clearer responsibilities
Decision-making guidelines and management practices
An initial business assessment, with findings and priorities documented as defined in the engagement
The experience behind it: Owning and operating businesses, including salons in two states, and training and leading professionals.
04 · SEE WHAT OTHERS MISS
Sometimes the missing piece isn't more effort. It's a connection nobody has made.
A property three agents couldn't sell. A community project that needed the right partners. An opportunity that required someone to recognize its potential and bring people together.
Different situations. One recurring skill.
Where we can focus
Examining overlooked opportunities and assumptions
Identifying people, resources, and relationships relevant to the challenge
Developing practical approaches to complex or stalled initiatives
The experience behind it: Selling the Atlanta duplex after three unsuccessful agents, and helping bring together resources for the Atlanta Mission garden initiative.
You bring the business, the history, and the decisions that are yours to make. I bring experience, judgment, and a defined commitment to the work we agree on.
Here's how we begin.
CHAPTER 6The first 90 days
Thirty-one years of experience. Ninety days of focused work.
Not another report that sits on a desk. A defined engagement that moves from understanding the problem to doing the agreed work and preparing your team for what comes next.
A clear beginning. Three distinct phases. And a decision at the end that belongs to you.
DAYS 1–30
Diagnose
Before deciding what to fix, we need to understand what's actually happening.
I examine the areas of your business relevant to our engagement, ask the questions that need asking, and look beyond the symptoms.
You'll receive a written assessment of my findings, the priorities I recommend, and the work I believe deserves attention first.
DAYS 31–60
Build
A recommendation isn't the same thing as putting something into practice.
We begin developing and implementing the agreed improvements. Depending on your business and our scope, that may include operating procedures, customer retention practices, performance measures, or team standards.
The work is shaped around what we identified, not a generic playbook.
DAYS 61–90
Embed
The work shouldn't depend on my being in the room forever.
We focus on documenting the agreed processes, supporting your team's adoption, reviewing available performance measures, and preparing the handoff.
You'll know what's been completed, what's still in progress, and what may need attention beyond the engagement.
AFTER DAY 90
Your choice.
Continue together or take it from here.
If ongoing leadership support makes sense, we can discuss a separately agreed monthly retainer.
If not, we close the engagement with the agreed documentation, outstanding items, and handoff materials.
No automatic extension. No assumption that you need me indefinitely.
Different businesses need different levels of involvement. That's why there are three ways to work together.
CHAPTER 7Working together
Fixed fees. Clear commitments. No hourly billing.
Not every business needs a fractional executive. And not every problem requires 90 days.
Sometimes you need one initiative handled. Sometimes you need a focused period of deeper work. Sometimes you need experienced leadership involved on an ongoing basis.
Three ways to work together.
Focused
Implementation Initiative
One defined challenge. One agreed scope. A clear finish line.
For businesses that know what needs attention and want experienced leadership to help carry out a specific initiative.
Examples include
Customer retention and service improvements
Operational processes and infrastructure
Sales training and team performance programs
Visibility and demand strategy: positioning, content direction, and social media planning
FIXED FEE · DEFINED DELIVERABLES · SET TERM
Signature
90-Day Engagement
When the problem is clear, but the cause isn't.
A structured engagement to examine the challenge, establish priorities, implement agreed improvements, and prepare for handoff.
Days 1–30: Written assessment and recommended priorities
Days 31–60: Development and implementation of agreed improvements
Days 61–90: Review, documentation, and handoff planning
FIXED FEE · 90 DAYS · DEFINED SCOPE
Ongoing
Fractional Leadership
Executive-level experience without creating a full-time executive position.
For businesses that need continuing leadership support in operations, customer success, or organizational performance.
Depending on the agreed role, the engagement may include
Scheduled leadership meetings
Operational or customer performance reporting
Oversight and coordination of agreed initiatives
Management guidance and accountability practices
MONTHLY RETAINER · DEFINED RESPONSIBILITIES · AGREED AVAILABILITY
The right engagement depends on what needs attention, how much involvement is required, and what can reasonably be defined in the scope.
Clear terms from the beginning.
Every engagement is governed by a written agreement defining the scope, deliverables, responsibilities, availability, fees, and process for approving changes.
You retain control of your business and its decisions. I remain responsible for the professional services and deliverables I agree to provide.
“Fractional COO” describes the kind of leadership service I provide. It doesn't make me an officer of your company. My authority, reporting relationships, and responsibilities in your business are set out in each written agreement.
The work is intended to support business improvement, but financial, operational, and other outcomes depend on circumstances beyond any one engagement. Specific results are not guaranteed.
Free Friday Office Hours
Bring the problem you keep coming back to.
Fridays · 30-minute conversations
The customer who stopped coming back. The decision that keeps landing on your desk. The team issue you've addressed three different ways.
Whatever keeps finding its way back to you, bring it.
We'll talk about what's happening, what you've already tried, and what might be worth looking at differently.
No obligation to work together. No promise of an instant fix. Just a conversation with someone who's spent 31 years building, leading, selling, and asking different questions.
You've made decisions nobody else had to make. Taken chances other people didn't have to take. And figured things out because there wasn't always someone else to ask.
You don't have to have every answer to deserve another experienced mind at the table.
Let's talk about what your business needs next, and whether The Front Seat belongs in the conversation.