I approach global operations as a practice of clarity, support, and discernment. Effective systems don’t exist to control teams, they exist to help people make good decisions consistently in complex, real-time environments.

Balancing the priorities of headquarters strategy and country-level reality, I focus on translating mission into operating models that teams can actually use. This framework builds consistency with local adaptation.

Before scaling activity, I prioritize clarity around how decisions are made. This includes defining decision rights, escalation paths, and where standardization matters versus where flexibility is essential.

In practice, this means:

Procurement and compliance are most effective when they enable delivery rather than slow it. I design guardrails that protect transparency, accountability, and donor trust, while allowing teams to move efficiently within those bounds.

This includes proportionate due diligence, practical thresholds, and clear escalation pathways when tradeoffs arise.

Sustainable operations depend on country teams having the tools, training, and authority to succeed. I focus on early onboarding, practical training, and systems designed around common constraints including regulatory, market, and capacity-related.

The goal is autonomy with accountability, not dependence on headquarters.

I design systems to last beyond individual projects or leaders. Core to my design principals are simplicity, clarity, and a willingness to adjust when something isn’t working. When systems fail, it’s usually because they don’t fit reality rather than dependence on individual strengths.

Good operations are often invisible when done well, allowing teams to focus on impact, partnerships, and the communities they serve.

Timeline: 2015–2018

Together with organizational leadership and regional teams, guided the transformation of an early-stage nonprofit from a volunteer-run, donor-dependent model into a diversified organization operating across multiple regions.

We designed and implemented a balanced funding strategy that combined institutional support with a revenue-recovery approach, reducing reliance on single-source funding and significantly strengthening financial sustainability.

To support scaled delivery, we built localized teams and operational hubs across Africa, Asia, the Caribbean, and the United States, connected through a matrixed management framework. This structure improved regional agility, clarified decision-making, and strengthened performance across programs.

As a result of this collective effort, program delivery expanded by more than 200%, and a fee-based revenue stream was introduced that now covers 125% of operational costs, enabling sustainable growth and long-term impact.

Role in this work: Led the design and implementation of the operating model in close partnership with executive leadership and regional teams.

Partners: Routt County Economic Development Council; 30+ local businesses and nonprofits
Investment: $300k
Timeline: 2022–2025

Together with community partners, I launched Steamboat Social Club as a community-centered coworking and innovation hub designed to foster connection, creativity, and local collaboration. The goal was to translate principles from global development work — shared ownership, inclusion, and sustainability — into a locally rooted social enterprise.

I developed the organization’s operating model, programming strategy, and partnership framework, building a revenue-supported structure that balanced financial viability with community purpose. Through curated events, workshops, and collaborative programming, the Social Club grew into a trusted space for entrepreneurs, creatives, and community leaders to connect and collaborate across sectors.

Over three years, the organization scaled to a stable membership base and diversified partnership network, demonstrating how intentional operating systems and local partnerships can support durable, community-driven impact. The venture ultimately transitioned successfully to new local ownership, ensuring continuity beyond its founding phase.

Role in this work: Founded the organization and served as operational lead, shaping strategy, systems, partnerships, and day-to-day execution in collaboration with community stakeholders.

Project: Rural Infectious Disease & COVID-19 Treatment Center — Kara, Togo (2022)
Partners: Construction for Change, Design 4 Others, Adaptiv, Integrate Health, L’Eau Pour Le Togo, Ministry of Health (Togo)
Timeline: 4 months

In response to the early stages of the COVID-19 pandemic, we convened and led a global coalition of architects, engineers, health specialists, and nonprofit partners to rapidly design and operationalize a rural COVID-19 treatment center model suited for severely under-resourced settings.

Working collaboratively across disciplines, we developed a systems-driven prototype grounded in best-practice guidance for patient flow, staff safety, infection control, supply chains, testing, waste management, and operational logistics. The model was intentionally designed to function with minimal power, water, and financial resources while maintaining clinical integrity and staff safety.

In partnership with the Ministry of Health in Togo, we supported the implementation of the first prototype in Kara, a regional population center lacking adequate treatment facilities. This installation became the country’s first purpose-built rural COVID-19 Response Unit, demonstrating a replicable, context-appropriate model for emergency health infrastructure and informing national preparedness planning for future outbreaks.

Role in this work: Co-led coalition coordination and operational design, supporting cross-sector alignment, system integration, and rapid implementation with government and nonprofit partners.

Project: Elmore Stout High School (ESHS) Redevelopment — Tortola, British Virgin Islands (2022)
Partners: Construction for Change; BVI Recovery & Development Agency; HDR Inc; Expedia Group; BVI Ministry of Education
Budget: $15M USD
Timeline: 17 months

Following extensive damage from Hurricanes Irma and Maria, we supported the redevelopment of Elmore Stout High School, the only public secondary institution on Tortola and a critical anchor for the territory’s youth. The campus was deemed inoperable, and the Prime Minister designated its redevelopment as the government’s highest national infrastructure priority.

Working in close partnership with the BVI Recovery & Development Agency and Ministry of Education, we coordinated a multi-stakeholder effort to design a viable, long-term redevelopment strategy for the seven-acre campus. Cross-sector partnerships were mobilized to expand capacity and accelerate progress, including philanthropic support and pro bono technical design expertise, strengthening both delivery capability and community alignment.

Our work focused on establishing a clear planning and decision-making framework to move the project from post-disaster uncertainty to implementation readiness. This included guiding a multidisciplinary team through an Options Study, an integrated Campus Master Plan, and a comprehensive Business Case addressing phasing, cost, and long-term operational sustainability. Detailed implementation and procurement strategies were developed for Phase 1 to ensure the project could transition from vision to execution with clarity and accountability.

Role in this work: Served as operational lead and coordinator, aligning government stakeholders, technical partners, and funders around a shared planning and delivery framework.

*Flying Kites Academy Development - Njabini, Kenya