A career built
across demanding
worlds.

Organizational & National Security

I entered the Air Force’s Explosive Ordnance Disposal program at seventeen. Over eight years, I worked across conventional, chemical, biological, nuclear and improvised threats; multinational assignments spanning Japan, South Korea, Panama and Ecuador; and Presidential and Vice-Presidential protective operations.

The work demanded technical precision, but expertise alone was never enough. Situational awareness, emotional discipline, clear communication and absolute trust were equally consequential. EOD taught me that relationships and technical capability are not competing strengths. Under pressure, each makes the other more effective. That principle became the foundation of how I lead.

Hospitality & Grand Openings

Bellagio introduced me to the operating promise at an extraordinary scale. As part of the original opening leadership team, I helped lead beverage operations, co-managing the program at Olives while supporting the opening of multiple outlets spanning fine dining, distinctive restaurants and premium lounges. The $1.6 billion resort became the first Las Vegas property to earn the AAA Five Diamond Award and established a new benchmark for luxury.

The lesson was simple: premium pricing creates a premium obligation. You should never apologize for what something costs—but every detail, handoff and interaction must deliver the service, care and experience that come with it.

Real Estate, Capital & Mixed-Use

At Colliers Las Vegas, I saw individually successful real estate disciplines—land, retail, office, residential, hospitality and gaming—converging around a new generation of mixed-use development. Working alongside Mike Mixer, co-founder of the Colliers Las Vegas office, we created a specialized division designed to connect those disciplines while preserving the expertise within each.

Together, we grew the concept into a resort and gaming practice serving organizations including MGM Mirage, Wynn Resorts, The Related Companies, Hard Rock and American Nevada Company, contributing to more than $2 billion in completed transactions. Our work included representing MGM Mirage in its $576 million acquisition of 33.5 acres on the Las Vegas Strip. The experience proved that a connected idea could become a functioning business.

Sports-Anchored Districts & Partnerships

As Executive Director of Partnerships & Hospitality, reporting to the Chief Operating Officer, I worked across The Cordish Companies and the St. Louis Cardinals of Major League Baseball. Ballpark Village placed me inside an emerging model where a team, a developer, hospitality, partnerships, programming and the public realm came together as one year-round destination. I helped connect the franchise’s brand and commercial objectives with the lived experience of the district.

The game remained the anchor, but it was no longer the entire story. The relationship could extend into dining, entertainment, community gathering and city life. It was the first direct translation of my real estate and hospitality experience into professional sport.

Enterprise Operations & Transformation

As Group Vice President of Sports & Entertainment, reporting to the President and Chief Executive Officer, I led enterprise operations across Enterprise Center and Stifel Theatre. The enterprise connected NHL hockey, concerts, performing arts and major partnerships with organizations including the SEC, NCAA, Live Nation and AEG.

I led operations through a $138 million modernization delivered across two compressed NHL off-seasons, while Stifel Theatre continued operating year-round—protecting event schedules, revenue and the guest experience as structural, premium, technology and ice-system improvements moved forward. The work also required a successful public-private partnership effort spanning ownership, the City of St. Louis and the State of Missouri.

It reinforced a defining lesson: capital can transform a building, but alignment is what allows the entire enterprise to keep performing while that transformation occurs.

Integrated Portfolio & Innovation

As Senior Vice President of Venues and General Manager, reporting to the President, I helped lead a dynamic portfolio spanning teams, venues, hospitality, technology, real estate and development. It included Golden 1 Center, the one-million-square-foot Downtown Commons district, a hotel, multiple teams and venues, Sutter Health Park and a 183-acre development campus.

One of my most demanding assignments was helping bring the Athletics to Sacramento and leading the extraordinarily compressed effort to elevate a Minor League ballpark to Major League Baseball standards. More than $50 million in improvements were delivered within twelve months, preparing the venue for a combined 156-game MLB and MiLB home schedule—often requiring back-to-back transitions—and a successful inaugural MLB season.

I was also part of the leadership team recognized as NBA Team of the Year and recipient of the NBA Innovation Award, and I led the operating efforts when Golden 1 Center was named ESPN’s number-one NBA arena in the world. The accomplishment was never one asset, award or department. It was the enterprise’s ability to align and perform as one.

Advisory & Stewardship

Xvisory gives me the opportunity to place the full operating record in service of owners, operators, developers and investors navigating complexity, growth or change. As a Partner, I work within a collective of practicing senior executives whose experience spans professional sports, entertainment, technology, private equity and enterprise operations.

Having worked inside teams and alongside leagues, ownership and senior leadership, I understand these environments from the inside looking out. Useful counsel begins with trust—the confidence to speak candidly, respect what is shared, tell the truth and remain focused on the good of the organization.

I do not begin with a predetermined answer. I begin by understanding the promise, the people, the assets and the operating reality—then follow the connections among strategy, capital, real estate, workforce, hospitality, technology and revenue. The value is not simply advice. It is perspective shaped by carrying ideas into execution and remaining accountable for what happens next. My role is to help leaders see the whole, clarify the choices before them and build the alignment required to move forward.