When multi-unit brands grow past the systems that got them here, the gap between a CEO's vision and the organization's ability to deliver it widens fast. I help close that gap — bringing proven approaches that turn ambitious portfolio strategies into reality across every brand in the system.
I work with CEOs and leadership teams of multi-brand hospitality, restaurant, and franchise portfolios navigating inflection points — brand architecture decisions, new market expansion, portfolio complexity, or growth that's outpacing the organization.
I've spent my career at the intersection of brand strategy, franchise systems, and commercial execution — first inside large organizations building and transforming global multi-brand portfolios, now as an independent advisor to the leaders running them.
At Hilton, I led Global Brand Strategy — launching six brands including Tru by Hilton, which had 200+ locations in its pipeline before its public announcement. I developed the China market entry strategy for Hampton, building a 400-hotel pipeline from white space analysis through joint venture execution. And I led the development of the next-century vision for the flagship Hilton Hotels & Resorts brand as it approached its hundredth anniversary.
At Focus Brands, I led commercial transformation across seven brands and 6,500+ locations — centralizing digital, loyalty, and data capabilities into a unified commercial organization. I built the multi-brand growth engine, restructured shared services, and designed the franchise support systems that enabled the portfolio to scale.
Through Crew Research, I now serve as an objective execution partner to CEOs whose strategic ambitions have outpaced their organization's current capacity. I bring the pattern recognition of someone who's operated at portfolio scale, the independence of someone without internal dynamics to navigate, and a network of proven operators I can deploy alongside your team.
No two engagements look exactly the same — but I've found that the most powerful starting point is getting the leadership team in the room together.
A structured workshop or offsite creates immediate alignment and actionable output for the team — while giving me the diagnostic clarity to see where the real gaps live between strategy and execution. The team walks away with something they can use immediately. The CEO gets an honest, outside perspective on the organization's readiness and a clear view of what's standing between the current state and the ambition.
Whether it begins with a workshop, a focused diagnostic, or a strategic advisory engagement, the work moves toward the same outcome: closing the gap between where you are and where your strategy says you should be.
When you're running multiple brands — or contemplating a new one — clarity on each brand's role, positioning, and growth lane is the foundation everything else is built on. I help leadership teams define where each brand plays, how it wins, and what development strategy follows from that clarity. I've delivered 20+ brand growth blueprints mapping unrealized potential and long-term investment paths with a portfolio-level view of how brands fit, compete, and grow together.
The systems that worked at 50 locations break at 200. Those that work at 500 break at 1,000. I design the support architecture, proven systems, and franchisee engagement models that let franchise brands scale, profitably and sustainably, without losing what made them work in the first place.
Revenue growth in multi-unit brands isn't just a marketing problem — it's an alignment problem. I build the integrated commercial strategies — digital, loyalty, data science, pricing, partnerships — structured with clear ownership, financial accountability, and measurable impact on both top and bottom line performance.