Examples of specific engagements we have had with Clients

To augment decades of operating experience with current institutional finance frameworks, Brian completed the Venture Capital and Private Equity program at Columbia Business School. Spanning 45 advanced lectures and more than 50 research papers, this master’s-level curriculum has sharpened my advisory approach to valuation, capital structuring, and strategic growth.
We have worked with well-established multi-billion-dollar firms to change their GTM go-to-market strategies in ways that have exposed new and existing Clients to what was previously untapped potential in these companies. This has resulted in unprecedented growth and margin rates for them.
Facilitating the successful transition of Executive Leadership to next-generation talent through succession planning, professional development, updated compensation and equity structures, and effective Corporate/Client communications.
Evaluation of new business model – Worked with the CEO of a mid-size Construction Management firm to evaluate a major shift in their business strategy. Further, I submitted this as a white paper to Columbia University Business School.

On a Client’s behalf, we were the SME’s and key technical point persons for discussions under NDA with the Engineering staff at nVidia related to transferring server requirements for future liquid cooled applications to Design and Engineering firms.
Serving as the primary Technical SME Advisor for several Clients that are developing large Data Center Campuses.

Developed a new Business strategy to add a business vertical focused on featuring expert capabilities in supply chain and logistics… which is now generating mid-8-figures revenue for the Company.
Redesigned an internal Supply Chain vertical function within a Fortune 100 Company, including structures, skillsets, processes, workflows, DOA delegation-of-authority, and decision-making. Scope of Org design included demand/supply planning; strategic sourcing; procurement; manufacturing control; transportation; warehousing and logistics; hoisting & protection; startup; warranty & service.

Lived in China for several years and managed all EPC in the Asia Region for Intel, comprising over 20 sites across 12 countries. Well-versed in multicultural nuances of international delivery
Advised a Client on standing up a Global PMC (Project Management Consulting – similar to CM as Agent) practice and scaling it to several $B of projects under management.
As a Non-Exec Director, advised an organization developing $B of projects in a global portfolio across 60+ countries.

A Charter Board Member for EdgeCore Digital Infrastructure, representing the interests of Partner’s Group, the majority shareholder.
As Chair of the Capital Committee, formed and managed the review and approval of all Capital Investments.
Non-Executive Director for an International Construction Consulting Organization.
On an ongoing basis, participate as an Advisor to research and assist in due diligence of international acquisitions.

As a result of an acquisition, was asked to assist in mediating the integration of CEO roles between the acquiring and acquired companies.
Am often expected to speak “truth to power” when working with C-suite or Board level Executives of my Client’s companies.

Assisting individuals in evaluating new career opportunities being presented to them. Weighing the pros and cons, assisting in understanding complex equity structures, and crafting the appropriate chain of communication to gain information and negotiate while maintaining the highest degree of ethics and professionalism with current and future employers.
Assisting with career changes, using my network to share experiences in other parts of business.
Assisting highly-capable performers in becoming great leaders through learning effective delegation, goal setting, team communications, and moving from micromanagement to leadership
Improved behaviors of an EVP-level officer to allow for improved synergy, respect, and influence across the organization.
Professional growth – develop brand, expand network, become visible.

Chaired two successful Enterprise ERP conversions for multi-$B organizations – one to Oracle, and one to SAP
Led the development of a supply-chain management program with an eye to providing a source of truth to Owners – the program uses GNSS tracking of heavy-duty lithium-powered trackers, over a blockchain-enabled communication system for security between suppliers.
Co-developed a Digital Transformation Strategy that is now being grown and executed in a Multi-$B Company.

Too many to list...
Was a very early employee of Micron Technology and set up all functions of an Engineering and Construction Organization within the Company.
Started a Construction Management Company with $1M of capitalization and grew to $780M of revenue in 5 years (in 1996 dollars – would be 2.5 – 3x in 2026) – sold my interest in the company in 1996.
Joined Microsoft when we had ONE commissioned and operating and owned data center. I was responsible for developing all people, processes, and tools necessary to enable the Construction Organization to scale, and grew that organization successfully for 5 years before moving on to start a Supply Chain organization.

Led all Capital Programs for Micron Technology, Microsoft, and NTT, including Program Controls needed for cost, schedule, and cash flow management.
At Intel, I managed program portfolios, as well as regional portfolios in Asia and the Americas. Among other things, I was accountable for all pre-con, estimating, job cost, schedule, and cash flow adherence.
At Google, I managed the $XXB Program Controls organization, which at the time was one of the largest capital programs in the World.

Participated as a primary team member of a Fortune 100 company that was defending a legal and commercial position in an ADR Alternative Dispute Resolution process. Worked closely with counsel on development of the Theory of the Case, followed by all of the research, preparation, and presentation to the ADR Panel. Initial claim was 9-figures and the settlement through ADR was appx 29% of the claim.