Business operations & strategy
I build dashboards, systems and strategies that translate data into decisions for multi-location businesses, and I lead the teams that carry them out.
About me
I'm a Waco-born, Houston-based operator who has run retail, hospitality and franchise businesses, and learned to lead with data along the way.
I studied journalism and public relations at Baylor, then spent five years running a 60-vendor retail cooperative before joining a national coworking company as a Community Manager. I was promoted twice in four years, to Senior Community Manager and then Area Director over 11 locations in three states.
Today I advise franchise owners across a 46-location network. The industries changed, but the job never did: many locations, one standard, and a P&L to protect. The thread through all of it: I find the story in the numbers, build the system that fixes it, and make sure the people doing the work feel set up to win.
Outside of work I'm usually planning the next trip, and I bring that same planner energy to every operating calendar I touch.
Analyze
Using data to uncover insights, identify trends, and guide better business decisions.
View projects →Design
Dashboards, workflows and operating rhythms that drive efficiency and consistency.
View the toolkit →Improve
Strategies and initiatives that solve real challenges and deliver measurable impact.
View results →Featured project
Performance existed at the location level. The challenge was seeing the portfolio at a glance. I built a reporting architecture that rolls location data into group, regional and executive views. Try the sample below: filter by region, then tap a site.
| Site | Region | Occ. | Margin | Leads/mo | Calls ans. | Status |
|---|
Leadership
I led six managers and about 30 team members across three states. Here is how I kept a remote team aligned, and what members said about the experience they created.
Net Promoter Score, quarterly member survey. Black line marks the 70 target.
The company led every region in its global network. Buildings under 70 got a hypercare plan with owners, dates and status.
How I work
Whether it's one struggling location or a whole network, I follow the same sequence. It keeps the work grounded in the numbers and makes sure the fix outlasts my involvement.
Read the P&L, KPIs and customer feedback, then walk the location and talk to the team doing the work.
Building walkthroughs, skip-level talks, NPS commentsPick the two or three levers that will move the number most, and agree on what success looks like.
Focus-asset sessions, peer benchmarksCreate the tool the team needs: a dashboard, pricing plan, SOP or playbook.
KPI dashboards, 60-day plans, SOPsTrain the people who will run it so the change holds after I step back.
Tour playbooks, role-play, manager 1:1sTrack results on a set rhythm and adjust before small misses become big ones.
Monthly reviews, action plans by owner and dateMore work
Company, location and client details are removed. Charts use sample data shaped like the originals.
A franchise owner asked if price was why offices sat empty. I compared their rent roll with eight peer locations, labeled A through H so no competitor could be identified.
Finding: rates ran about a third below peers while occupancy was lowest in the group. Discounting wasn't buying occupancy, so we shifted focus to lead flow and size-based pricing.
For an underperforming two-floor location, I tied desk pricing to a 75% occupancy goal floor by floor, revised amenity pricing and set line-item expense targets.
Plan: about 55% monthly revenue growth and a 29% cut across targeted expense lines, with savings reinvested in marketing and staffing.
Built a business review for owners across three coworking brands, scoring revenue, occupancy, leads and online reputation, with spotlights on the tactics behind top performers.
Outcome: set the next half's priorities for the consultant team: CRM adoption, meeting room revenue and review generation.
For a single location in a new city, I ran a SWOT against ten nearby competitors and rebuilt leasing around local partnerships, promotions and community events.
Results: a paid search pilot drove about 8× more traffic per dollar, and an email series held 17–23% open rates, at or above benchmark.
The toolkit
Month-close rhythm, accrual process and a review checklist that gets reports to landlords a day early.
Input sheet, deck template and guide covering financials, pipeline, NPS and action plans.
Six-step order of operations with clear owners and staggered deadlines across eight locations. Every budget was approved ahead of schedule.
Five prospect personas with qualifying questions, tour paths, objection reframes and role-play drills.
Need-to-know, want-to-know and personalization questions that keep tours tailored.
Member messaging and adjusted service hours for running a location through staffing gaps.
AI in my work
I use AI as a working tool that shortens the path from raw data to a recommendation someone can act on. This site is one example: I built it from my own working files, anonymized and turned into interactive pages.
Career path
Advise owners across a 46-location, multi-state network on P&L, pricing, occupancy, lead generation and customer experience.
Led 11 locations in Texas, North Carolina and Utah, six direct reports and about 30 team members. Owned location P&L and landlord relationships.
Opened three new locations and grew them to 70–80% occupancy within their first year, while leading operations and financial performance across four locations.
Ran a high-volume location spanning reporting, vendors, staffing and revenue.
Led a 60-vendor retail cooperative and up to 30 employees.