Thirty years ago, I was the guy doing the work — learning the trade from the ground up, making mistakes, watching leaders succeed and fail, and filing away every lesson along the way. Over time, I moved from the field into management, from management into operations leadership, and eventually into running multi-state programs for national restoration networks. I've built teams from scratch, turned around underperforming operations, and led response efforts on $10M+ disaster recovery projects.

But somewhere in the middle of all that growth, I realized the biggest variable in every project, every branch, every business wasn't the process or the technology — it was the people leading it.

That's what brought me to coaching.

I've spent the last decade not just running operations, but developing the leaders inside them. I've trained project managers who didn't know how to have a hard conversation. I've worked with branch managers who were great in the field but lost in the office. I've coached executives who had all the technical skills in the world but couldn't get their teams to follow them. And I've seen what happens when those gaps get closed — cycles speed up, margins improve, and people actually want to show up and do the work.

My approach isn't theoretical. It's built on what actually works in the field. I use a framework I call "codify, measure, coach" — we get clear on how the work should run, build visibility into what's actually happening, and then develop the behaviors that close the gap. It's not about motivational speeches. It's about building leaders who can execute.

If you're in construction, restoration, or the trades — and you're ready to stop solving the same problems over and over — I'd love to talk.