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20
Personal Pitch
Expert Leadership, transforming leaders, teams, and cultures to achieve peak performance and lasting success.
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Work Background
The Champion Mindset AcademyCEO and Head Coach
Sep. 2021Arlington, Texas, United StatesAs the Founder, CEO, and Head Coach at The Champion Mindset Academy, I deliver high-impact mindset and performance coaching for athletes, executives, individuals and teams. Key Initiatives Include: Course Creation: Developed the online course "An Introduction to a Champion Mindset," along with the Champion Mindset Quiz and Champion Mindset Workbook, enhancing program effectiveness and participant engagement Community Engagement: Increased enrollment by 33% through strategic outreach and targeted digital marketing campaigns, expanding the Academy's reach by 40% both locally and nationally Performance Improvement: Enhanced client performance through tailored mental resilience training, resulting in measurable improvements in individual and team outcomes Leadership Development: Fostered high-performing teams by implementing leadership strategies that promote accountability and collaboration Authorship: Authored "The Mental Toughness Blueprint: 8 Keys to Resilience and Peak Performance," providing clients with actionable insights for personal and professional growth Measurable Results Include: Increased client confidence and mental resilience Improved individual and team performance Enhanced decision-making skills under pressure Reduced stress and anxiety Greater personal and professional satisfaction Increased opportunities for career advancement Strengthened team collaboration and communication By maximizing individual and team potential, we drive tangible success in both sports and business, creating a lasting impact on our clients' personal and professional lives.
Dupont ConsultingManaging Principal / Chief Strategist / President
Mar. 2019Dallas-Fort Worth MetroplexAt Dupont Consulting, I empower organizations to unlock their full potential by driving strategic turnarounds, fostering high-performance teams, and cultivating resilient, results-driven cultures. With a focus on leadership development, team alignment, and operational excellence, I partner with businesses across industries ranging from $3M to $550M in revenue to achieve measurable, sustainable success. Leadership Training: Collaborated with senior leadership groups to design and deliver leadership development programs, equipping executives and managers with the skills to inspire and lead with purpose. Team Development: Facilitated workshops and initiatives to enhance team dynamics, fostering collaboration and accountability that result in more effective and aligned teams. Cultural Transformation: Partnered with organizations to build intentional cultures rooted in shared values and a commitment to excellence, leading to improved engagement, efficiency, and results. Efficiency Gains: Delivered a 25% improvement in operational efficiency and an 18% reduction in costs through streamlined processes and strategic realignment. Revenue Growth: Achieved a 33% year-over-year increase, generating $2.5M in new revenue for a key client. Market Expansion: Boosted client market share by 28% with modernized strategies and forward-thinking initiatives. Digital Impact: Enhanced brand visibility by 40% via targeted SEO and PPC campaigns, driving customer acquisition and loyalty. By integrating leadership training, team development, and strategic culture building, I help organizations transform into high-performing entities that are both effective and efficient. My passion lies in creating systems and solutions that empower teams to thrive and deliver exceptional outcomes.
Oklahoma City Youth Hockey AssociationPresident
Apr. 2018 - Mar. 2022Oklahoma City, Oklahoma, United StatesLeadership & Governance: Spearheaded the development and execution of the OKCYHA’s strategic vision, ensuring alignment with the association’s mission and values. Led board meetings and collaborated with the Board of Directors to establish key objectives and policies. Youth Programming & Development: Designed and implemented comprehensive youth hockey programs aimed at developing players' skills, character, and sportsmanship. Expanded program offerings to include beginner clinics, advanced training camps, and leadership development for young athletes. Program Management: Directed all youth hockey programs, including player registration, team formation, and scheduling. Partnered with coaches and volunteers to deliver high-quality training and player development opportunities. Financial Oversight: Managed the association's annual budget, optimizing financial resources through strategic fundraising efforts, sponsorships, and grants. Ensured transparency and accountability in all financial reporting and accounting practices. Communication & Public Relations: Maintained open communication channels with parents, players, coaches, and the broader community. Developed and implemented effective communication strategies via newsletters, social media, and the association’s website. Volunteer & Staff Coordination: Recruited, trained, and supported a diverse group of volunteers, fostering a positive and collaborative culture. Worked closely with the Coaching Director to hire and evaluate coaching staff, ensuring the highest standards of player development. Compliance & Risk Management: Ensured compliance with all legal and regulatory requirements, including player safety protocols and insurance. Implemented robust risk management strategies to safeguard the association’s operations.
Pason Systems UCorp.General Manager & Senior Leadership Team, Mid-Continent
Mar. 2017 - Apr. 2021Calgary, Canada Area and Oklahoma, OKCORPORATE PROFILE: A $475M Energy services and Technology Company with 800 employees. RESPONSIBILITY PROFILE: Reporting to the VP USBU and SLT with a $3.5-$5.5M OPEX, $500K-750K CAPEX, $18-35M Revenue Goal and 18-32 direct employees per assignment. Responsible for managing daily operations, creating/implementing a business growth strategy with full P&L responsibility, and reporting key results to leadership. ACHIEVED IN THIS ROLE SALES OPTIMIZATION / SALES RECAPTURE / SALES ENGAGEMENT
• Six months after releasing a new product not one sale was made, so I spearheaded efforts to transform our sales strategy to directly communicate value proposition. I also appointed individual leads for in-depth product training to subsequently train other Field Technicians. We secured our first sale within 14 days, and 25% product adoption within the first month. Regionally, the product generated $2.5M in the first year, and this sales strategy was adopted by all BUs in the US.
Pason Systems Corp.General Manager, Senior Leadership - Canadian Business Unit
Nov. 2015 - Mar. 2017Calgary, Alberta, CanadaRESPONSIBILITY PROFILE: As GM of the Canadian BU, I reported to the CEO with a $22.5M OPEX, $4.5M CAPEX, $42M Revenue Goal and 84-106 employees with 10-14 direct reports per assignment. I was in charge of setting operational policies, managing daily operations, working with customers, creating and maintaining budgets, and seeing through execution of a restructuring. ACHIEVED IN THIS ROLE RESTRUCTURING / CHANGE MANAGEMENT
• In the wake of the most significant industry collapse in recent times, the CEO and COO promoted and tasked me to restructure the BU and address inefficiencies to maintain profitability. I led due diligence the first 60 days and crafted a strategy. The following 2 months, I led a RIF, redefined, and consolidated roles and responsibilities, and communicated rollout process, vision, goals, and objectives while defending market share and a new pricing. The restructuring reduced total operating costs by 41%, and the CBU outperformed the 2016 budget with 25% greater revenue and 33% greater EBITDA, exceeding leadership expectations by 9%. EMPLOYEE DEVELOPMENT / COACHING / MENTORING
• As a result of the restructure, regional management's job description expanded to include P&L and sales responsibilities, but all were first-time managers with no previous professional training. I was charged by the COO to deliver heightened training. The first 60 days, I built a development plan, performed evaluations, and communicated expectations. Once completed, I outlined a mentor program, fostered outside-the-box thinking, reevaluated progress to align development with the BU’s goals. These efforts were the catalyst for continued success in the BU, retaining a marquee client ($18M annual revenue), and these training methodologies are now SOP in the CBU.
Pason Systems Corp.General Manager, Senior Leadership Canadian Business Unit (ACHIEVEMENTS PART 2)
Jan. 2015 - Dec. 2017Calgary, Alberta, CanadaACHIEVEMENTS CONTINUED PRODUCT DEVELOPMENT / REVENUE / SALES CAPTURE STRATEGY / SERVICE LINE EXPANSION
• A customer was soliciting proposals from competitors for a data quality product that was not offered by the company. Thus, I created a business case and sales strategy to pilot a product and over the next 75 days, I worked with a subsidiary company, 3PS, and the customer to conceptualize design. This secured the customer and introduced a new service offering. In addition, I led the team to identify other opportunities, which resulted in the creation of additional services that drove new revenue with 85% margins.
Pason Systems Corp.Regional Manager, Mid Continent
Oct. 2007 - Nov. 2015Calgary, Alberta, CanadaRESPONSIBILITY PROFILE: When I started for Pason, I reported to the VP USBU with a $3-$7.5M OPEX, $300K-750K CAPEX, $18-35M Revenue Goal and 14-35 direct employees per assignment. I provided operational direction, managed P&L for the region, and provided strategic direction to Sales Account Managers and Field Technicians. ACHIEVED IN THIS ROLE OPERATIONAL OPTIMIZATION / ATTRITION REVERSAL
• For 2 decades, a lack of established Best Practices/SOPs and siloed communication resulted in operational disarray and high attrition. To reverse this, I began to define scope, roles and responsibilities, and created/facilitated Best Practice meetings. I also navigated change resistance to establish timelines, expectations, stakeholder communication methodology, and metrics. These benchmarks improved product/service rollout, reduced costs by $3.4M YoY, improved retention 45%, asset tracking 30%, were adopted globally, and became SOP for training. Because of these improvements, I was promoted to General Manager. EBITDA GROWTH / FIELD OPERATIONS
• To enhance P&L and margins, I spearheaded the creation of optimizations, especially amongst Field Technicians (FT). Over the next year, I created a regional Best Practices team, enhanced tools to enable coverage of more rigs and customers per FT, and advanced training and education of FT’s that resulted in further product adoption. This elevated EBITDA by 17% the first year (73% of revenue), and in another 5 years EBITDA was 44.6M and 81% of total revenue.
Pason Systems Corp.Regional Manager, Mid Continent (ACHIEVEMENTS PART 2)
Jan. 2007 - Dec. 2015Calgary, Alberta, CanadaACHIEVEMENTS CONTINUED TEAM DEVELOPMENT / COACHING / MENTORING / ATTRITION REVERSAL / EMPLOYEE ENGAGEMENT
• The US Operations Manager called upon me to initiate a turnaround of an underperforming region after years of failed attempts. I evaluated and formed a strategic plan complete with performance evaluations, measurable KPI’s, feedback, and clearly defined expectations, targets, and development goals. This turnaround reduced attrition by 75% and several employees received promotions or were recognized as high performers/having leadership qualities. Margins increased per FT by 12% ($3,200/day) and Pason adopted several concepts from the performance evaluation form across the enterprise. EMPLOYEE ENGAGEMENT RESTRUCTURE
• An improper understanding of the culture was resulting in disengaged, unmotivated, and less productive employees. To reverse half a decade of misperception, I insisted that employees challenge ideas and strategies at all levels of the company. I also coached and mentored individuals, facilitated regional training sessions, and encouraged transparent communication centered around a right to understand. This challenged, motivated, and improved employee productivity on all levels. SERVICE LINE EXPANSION / COMPETITIVE DISPLACEMENT
• Competition began providing an add-on product free of charge, which threatened market share. To combat this, I created a business case and strategy the first 14 days to demonstrate such a product’s efficacy in the region and persuaded the US GM over the next 3 months to provide it at a lower rental rate. The product strengthened customer confidence, displaced competitors, delivered ROI within 15 days, was rolled out Nationally, and yielded $1M in revenue with 90% margins the next 12 months, all with little to no repair or service costs.
Henley Sports ManagementGovernor and General Manager
Jan. 2002 - Dec. 2006Mississauga, Ontario, CanadaCORPORATE PROFILE: A $2M Sports and Entertainment Company specializing in Hockey franchising with 24 employees. RESPONSIBILITY PROFILE: Reporting to the Owner/President, I managed a $1.5M OPEX, $250K CAPEX, a $2M revenue goal, and 18 employees with 5 direct reports. Responsible for day-to-day franchise operations, creating culture, developing sales strategies, managing costs, recruiting new players, and increasing revenue. ACHIEVED IN THIS ROLE STRATEGIC PLANNING / CUSTOMER ENGAGEMENT
● Henley purchased an underperforming team operating at a $550K/year loss due to a lack of long-term customer engagement strategy. Over the next 60 days, I made evaluations, onboarded new management aligned with the culture, formed a vision and mission, and led strategic planning to improve brand image. Within two years, the team transformed a loss into a profit, driving 12% - 17% higher revenues. The team was resold four years later for 2X the acquisition price. FACILITATED TEAM SALES
● In partnership with National Sports Services, successfully negotiated the sale of the Tupelo T-Rex and the Pensacola Ice Pilots. Additionally, as part of Henley Sports Management, facilitated the sale of the Mississauga IceDogs and Milton Merchants/IceHawks. These transactions required detailed financial analysis, strategic positioning, and effective communication with stakeholders. I also provided recommended best practice operations advice, restructuring operations, optimizing revenue streams, and enhancing brand value to ensure the teams were attractive to potential buyers.
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