About

I help technology companies convert acquisitions into realized value. Across two decades and more than 65 acquisitions and divestitures, I have led M&A integration and enterprise transformation from diligence through post-close execution, guided by a single principle: every workstream should trace back to the deal thesis.

I build and scale Integration Management Offices and run the complex, multi-functional integrations beneath them, spanning go-to-market, product and engineering, customer success, and corporate services. That work has meant constructing product-line P&Ls for acquisitions representing hundreds of millions in recurring revenue, restructuring organizations through billion-dollar revenue milestones, and delivering hard operational gains, including a 75% reduction in customer support costs. I bias toward structure: clear owners, defined milestones, escalation paths, and scorecards that make progress, or the lack of it, impossible to hide.

I learned this discipline in the operating seat. At Coupa Software, I led integration through a period of rapid inorganic growth as the business scaled; earlier, in advisory at PwC, I worked across diligence and deal execution. Operator and advisor together is how I approach value creation today.

I also operate as an AI-forward leader. I design and run AI tooling that compresses the integration cycle, turning executive readouts, risk registers, synergy scorecards, and stakeholder communications from week-long assembly into same-day drafts. The point is not novelty; it is velocity. First drafts over perfect drafts, decisions over deliberation loops, with people freed to spend their time on judgment rather than formatting.

Through JCStrategies, I partner with high-growth SaaS companies preparing to capture value from their first significant acquisitions. This includes executive and leadership workshops to ready teams for integration, building repeatable frameworks and charters, and shaping inorganic growth strategies that preserve momentum and unlock revenue synergies.

I write regularly on M&A integration, transformation strategy, and revenue growth. Recent pieces examine how to balance integration cost against synergy expectations, design transformation agendas that build durable advantage, and build go-to-market engines that align the customer journey with the functions behind it.

I hold an MBA from the USC Marshall School of Business and a BS in Computer & Information Science from the University of Florida, a foundation that pairs operating leadership with a technologist’s instinct for how systems, data, and teams actually fit together.

If you are scaling through acquisition and want integration to protect deal value rather than erode it, I welcome the opportunity to connect. Get in touch.

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