FRACTIONAL COO · PORTLAND, OR
Where I’ve been.
Before Interlock, I spent nineteen years leading operations for growing businesses — ten at Walgreens in a large corporate environment, nine at The Good Feet Store partnering with the founders through their growth. Now I do that work for other businesses.
At Walgreens, I ran multi-million-dollar locations, built training documentation that deployed across hundreds of stores, supported new store openings, and was the person leadership sent into hard situations — underperforming locations, extended coverage assignments across multiple territories, pilot programs and regional rollouts for licensing and construction buildouts.
Then I joined The Good Feet Store as a regional manager and ended as COO, partnering directly with the founders through 7x growth from regional operations into a ten-state footprint. The work happened in phases →
A behavior-based performance system to drive consistency.
Customer experience and revenue results were inconsistent across the field. Diagnosis — the team was focused on revenue numbers at the expense of the behaviors that produced them. Solution — a coaching playbook grounded in customer-experience behaviors tied to KPIs, then worked with field leadership to deploy it across the organization. Both customer experience and revenue performance improved as a result.
Org structure and field leadership for the East Coast expansion.
The business was expanding from regional to national. Working with field and HR leadership, I built new multi-unit field roles and an org structure that could support both the new locations and backfill at the existing ones. We put a recruiting plan and department restructure in place that kept team member support strong at existing locations during the expansion. Operations held steady in the markets we already had while new markets opened.
Store-opening operations across the full 7x growth.
Opening new stores involved tight coordination between in-store teams and HQ, and communication gaps were slowing launches down. With the operations and store-opening teams, I built playbooks that gave both sides visibility into the same process. We refined them continuously over the course of the expansion, and the same playbook structure supported openings across the full growth period.
A Salesforce platform that scaled past us.
Customer records lived on paper and in an intake app that didn't connect to anything. I served as product owner for an internal Salesforce build, working with a development team to design and ship a platform integrated with the POS system. Other franchisees in the system paid us to use it. The franchisor eventually acquired the IP and used it as the foundation for the system that runs across 300+ locations today.
Building the planning systems that connected the company together.
As the HQ team grew, departments were working in silos and too much was happening at once without clear outcomes. I led the implementation of an OKR-based planning structure adapted for all HQ functions — cross-functional planning, dependency identification, and individual work that rolled up to department objectives and then to company objectives. Every team member had visibility into their own objectives and how their work connected to the rest. Activity levels came down; meaningful outcomes went up.
How I think about your business.
Every function in a business touches the others. Many operational challenges live inside the way information moves between teams — how decisions get made, how the financials connect to daily operations, where strategy and execution stop lining up. A sales team and a delivery team can each be doing their jobs well and still produce a slipping timeline, and a founder ends up in the middle of it.
As a business grows, what it needs from its operations changes. New systems get built. Processes shift. Roles evolve. And the team running all of it has to move and be brought along with those changes, right alongside the operating infrastructure itself. The work doesn't land if the people doing it weren't part of getting there.
So I work to understand how the whole business operates. Sometimes the work that follows is deep inside a single function. Sometimes it's at the seams. The point isn't a prescribed approach — it's that I'm looking at the whole picture.
Who I work best with.
The businesses I work best with are growing and the current operations are not going to support where they need to go. They want to build for the next phase — the work to get the infrastructure, information flow, and decision-making to match where the business is headed.
