U.S. Marine Corps

I started in the Marines. The Corps didn’t teach me leadership in the abstract. It taught me what happens when the people around you are tired, scared, and counting on you to make a decision. Everything I do now still rests on that foundation: clarity over comfort, and the discipline to keep showing up when it would be easier not to.

U.S. State Department

Served at U.S. embassies in El Salvador and Guyana. Embassy work taught me to lead across cultures. You listen first, you decide carefully, and you respect that the way things get done here is rarely the way they get done somewhere else. That cross-cultural patience has paid off in every leadership conversation I’ve had since, including in boardrooms.

The Coca-Cola Company — 21 years

I joined Coca-Cola and remained building 21 years of successes in volume growth, market expansion and regional business turn-around. The capstone was a $185 million international division based in London: $49M operating budget, 14 direct reports, It wasn’t a turnaround story until it was. Led the West European markets in the re-acquisition of regional Cadbury / Schweppes ownership, managed the “Coke contamination” crises in Belgium, rebuilt leadership teams, reset strategies, managed “New Coke” crises with key clients, double digit volume growth for three consecutive years. A partnership with Disney Europe drove a 64% jump in national case sales in its initial first four weeks. I learned what large-scale leverage looks like when it’s working. I also learned how fast it can break.

Performance Real Estate Sales

After returning from Europe and retiring from The Coca-Cola company, I launched my business advising business in support of enterprises struggling with the “dot-com” implosion, I built Performance Real Estate Sales from zero. Five franchise offices, 147 agents at the peak. Owning the business is different from running someone else’s. During the 2008 real estate crash I lead the company through one of the most challenging periods in the history of real estate sales. I learned, The lessons cut deep. Every owner I coach now benefits from the fact that I’ve actually sat in their seat.

Twenty-Six Years Business Coach / Advisor

Since the beginning of 2000 to present, I’ve coached organizations from start-up to well established international brands. Most companies, regardless of industry, have the same metrics and structures. My contracts included companies in the fortune 500 arena to the largest real estate coaching organization in the country — working with Broker/Owners and Team TF clients. Hundreds of hours, dozens of clients, every imaginable operating model. The variability in the business structure and every imaginable challenge they face has sharpened the diagnostic I now apply to every business I work with. The patterns repeat, even when the industry changes.

What I do now

Today I run Enterprise Excellence Business Advisors & Coaching headquartered in Las Vegas. I work with roughly 60 senior leaders a year – owners, founders, executives, and leadership teams – across a range of industries and coaching real estate business owner’s / operators and contracted with Tom Ferry coaching. I don’t sell programs with fixed end dates. I sell a partnership build around the actual problems your business is facing, including how artificial intelligence is going to reshape what works.

The framework I use, the Five Concentrations, isn’t a methodology I read about. It’s pattern recognition earned over five decades of building, leading, and rebuilding things that had to work.

What can be expected from our conversation

• CANDOR AND HONESTY about what’s working and what isn’t.
• SPECIFIC RECOMMENDATIONS, not platitudes.
• NUMBERS. Always.
• A view of the business grounded in having done the job, not just studied it.