If I could name the single greatest reason for being a TEC Chair, it’s because I share a common experience with many TEC Members. Like them, I’ve been a CEO, worked in fast-paced growth environments, and led teams across diverse industries, managing complex operations and providing strategic guidance on a global scale.

In other words, I understand the pressures leaders face because I’ve also faced them myself. Helping leaders achieve the success they ascribe to themselves is the most rewarding work of my career.

Throughout my career, I’ve led over 400 people, managed budgets nearing half a billion dollars, started a global agricultural company that was profitable within 12 months, turned negative growth into over $50 million in revenue, and led several startups. I know what it takes to identify strategies, drive execution, and build thriving, dynamic cultures. But I also know that even experienced leaders don’t have all the answers. In those moments when I needed guidance, I know deep down that a peer advisory group would have been invaluable.

As a TEC Chair, my members know that with they’ve found an empathetic and collaborative facilitator and mentor, someone who knows how to ask the right questions and produce solutions. We work together to uncover root causes of challenges and drive those complex business solutions that lead to personal and professional growth.

This kind of insight didn’t begin with business. My parents are first generation immigrants, and raised me to be a striver. I see adversity for the gift that is, and I’m always seeking to work with others to make things better. I also deeply appreciate the importance of finding balance in life, which I prioritize time with family, as well my personal passions of skiing and golf.

So, I suppose I do more than help CEOs be better…I see the whole person and help make them better as well.

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