Leadership
Since 2014, leading cross-functional teams in Project, Sales Ops, Pricing, and Analytics
Context and Mandate
Since 2014, almost every team I led showed the same pattern. Work depended on personal habits, not shared rules. Approvals were ad hoc, KPIs conflicted or were missing, and data lived in scattered files with mixed naming. Feedback was rare, transparency was low, ownership was fuzzy, and planning stopped at the immediate fires.
My mandate was simple to state and hard to do: make the work predictable and the team stronger. I set one way of working, with clear roles and decision rights, a common taxonomy and repository, and KPIs tied to real targets. We added a planning cadence for quarter and year, weekly priorities, and visible status. I also built a basic leadership system around regular 1:1s, open feedback, and clear goals so trust could grow and results could scale.
Strategy and Execution
In most assignments, work ran on personal habits and scattered files. Guided by Lean management, I mapped the flow end to end, removed busywork, and wrote simple procedures anyone could follow. Ownership and decision points were clarified so progress no longer hinged on a single person. A shared repository with naming rules replaced ad hoc storage. Data from different systems was cleaned and merged into common tables with one set of definitions. I then set a small group of meaningful metrics, reviewed weekly and monthly. Execution became predictable, cycle times shortened, and leadership had reliable inputs for planning.
Communication moved from ad hoc updates to steady routines. Using Situational Leadership, I matched support to each person’s skill and commitment, set weekly priorities, held short check-ins, and closed each cycle with a brief start, stop, and keep review. One to ones had an agenda and written goals. Feedback described the situation, the behavior, and its impact, so it led to action. Team working agreements clarified responsiveness, documentation, and handoffs. Risks, blockers, and capacity were tracked in the open. These habits raised trust, sped decisions, and kept sales, finance, and marketing pulling in the same direction.
