Most consultants peaked years ago and now teach the playbook they used to run. I still run it. The work on this site is the work I do every week — for founders, owners, leaders, and the ministries that need the same operational rigor with less help available to them.
Most operators are good at one of these. Most investors are good at none of them. The work I do at BCCG depends on the four moving together.
Hover a chapter to read what it taught me. The deals were the surface of the work. The real work was underneath.
I learned to sell at Xerox. Not the craft of closing — the craft of listening. Of understanding what a real customer actually needs before opening your mouth. That apprenticeship shaped everything that came after. Every account I've ever closed, every advisor I've ever coached, every founder I've ever sat with — they all run on the discipline of hearing first. Xerox taught me that.
Inside one of the consequential technology companies of its era. The work was selling and serving the largest banks at a moment when the industry's infrastructure was being rebuilt from the ground up. I learned how decisions actually get made inside organizations that big — what the procurement memo says vs. what the room actually wants. That distinction has been useful in every conversation since.
An extended stretch inside Oracle — selling and operating across the largest banks, payment networks, and global enterprises that were quietly running the infrastructure of modern finance. The deals were the surface. The real work was the relationships — with the Big-4 partners on the delivery side, with the customers whose business architecture I had to actually understand before I had any business proposing to change it. The patience that work required is patience I still use.
Running global sales programs in life sciences — a chapter where I went from selling for myself to designing the systems and programs other sellers ran on. The move from individual contributor to program architect was the most useful skill jump of my career. It's the same skill that lets me build curricula today.
A chapter running my own consulting practice. That's when I learned what it actually takes to put your name on the door. Not just the work — the responsibility. The accountability when the deliverable is yours and the relationship is yours and there's no logo behind you. Different kind of confidence comes from that. The founder muscle BCCG runs on today started here, more than a decade before BCCG itself.
The move into financial services as a fiduciary — first at Prudential, then for nearly a decade in successive senior leadership roles at New York Life, finishing as Executive Partner. The recognition was real and I'm grateful for it, but it's not the part that mattered. What mattered was the teams. The advisors who became leaders themselves. The training programs that produced people who could actually do the job. The hard conversations in private, the encouragement in public. That work is the work I'm proudest of.
Look across the whole stretch and the through-line is clear: relationships built deliberately, the client's actual problem treated as the actual problem, and a steady focus on developing the people doing the work. Different industries. Same craft.
Licenses, designations, and a teaching invitation that I'm proud of. Each one represents work that was done, not a credential that was bought.
I admired Jack Welch's work for years — his operating philosophy, his accountability discipline, the way he led at scale. I reached out to his wife Suzy Welch on social to tell her so. She took a liking to me, and she has invited me back to NYU Stern multiple times over the last several years to sit on her MBA class panels, delivering real-world managerial perspective to rooms of 80–100 students. That's how the NYU Stern credential was earned — not bought, not gamed, earned by genuine connection and validated by repeat invitations.
Most consultants list the airport books. I name the people whose thinking I've actually internalized — over years, in cases I'm proud of and cases I'd run differently now.
Lencioni, Coyle, Goleman, and Einstein round out the lineage — those notes live on the home page.
Deductive to show the principle. Inductive to live it. Socratic to make the room think. One method, three modes — sequenced deliberately.
After every engagement — every coaching session, every keynote, every founder call, every meeting at the church — I ask myself one question. Did I leave the person wanting one of three things?
I serve actively at Living Word Church. Churches and ministries face the same operational and leadership challenges as any business — with less help available to them. That's the Giver part of me in practice — not a side project, not a credential — the part that makes the rest of what I do feel like service rather than transaction.
I'm married to my wife Kim since the early 1980s. Our three children are out doing serious work of their own — public service, healthcare, athletics at a national level. The discipline I bring to client work was first practiced at home.
After decades inside enterprise — the last stretch as Executive Partner at New York Life — that chapter closes August 31. September 1 begins the next one — full-time on my own work, undivided.
Pick a 30-minute Exploratory Chat slot, or email me directly. I read every note that comes in.