“I've spent 25 years being put into situations where things weren't working, and being trusted to fix them.”
A career spent diagnosing complexity, not managing stability.
Over a 25-year career spanning the full commercial and operational spine of a global industrial manufacturer, Greg held progressive leadership roles across sales support, product management, outside sales (aerospace and defense), customer service leadership, supply chain, business process management, demand planning, sales operations, regional sales leadership, acquisition integration, and Americas commercial excellence. Each promotion was earned by diagnosing and stabilizing complexity, not managing stability.
Selected milestones from the operational front line.
01Led a $185M regional sales business to 5–8% CAGR with 200 basis points of margin expansion over seven years.
02Integrated a $100M acquired business to $130M revenue in year one while preserving margin and maintaining >95% on-time delivery.
03Directed a $500M Americas commercial platform across 8 countries and 37 direct reports during peak supply chain volatility.
04Captured $15M in pricing gains during commodity disruption through disciplined cross-functional governance.
05Built and deployed an AI-powered platform that eliminated fragmented manual workflows; $250K in year-one savings, $500K projected annually.
06Reduced a 1,300-case support backlog by 50% in 90 days with flat headcount.
07Improved large-project quoting cycle from 14 days to 2 days through a cross-functional tiger team.
08Improved promise-date accuracy from 60% to nearly 90% through lead time governance redesign.
09Developed a custom AI-enabled M&A synergy modeling tool to stress-test distributor economics during compressed diligence windows.
10Built a market model translating physical utility infrastructure into TAM by state, utility, and product line. The model drove annual planning for a decade.
11Scaled an offshore back-office platform from 3 to 25 FTE at one-third U.S. cost, preserving margin and serving as a blueprint adopted across the enterprise.
Three principles. Non-negotiable.
Governance and speed are not opposites. The right cadence enables both.
Margin discipline is not a finance problem. It's a leadership problem.
AI is leverage when applied surgically. It's expensive theater when deployed as strategy theater.
The 30-60-90 diagnostic deployed on every engagement.
- Revenue quality
- Booking-to-cash conversion
- Lead time credibility
- Margin integrity
- Escalation frequency
- Sales cycle physics
- Leadership depth
- KPI-driven operating rhythm
- Forecast accountability cadence
- Escalation tiering
- Booking velocity structure
- Margin visibility dashboard
- Capacity planning discipline
- Scalable forecasting model
- Distributed P&L ownership
- Pricing discipline
- Capital allocation evaluation
- Targeted growth lever identification