I build what is not there, I find what the business cannot see, and I govern what it commits to. I have done all three from the client side of a contract and from the provider side, across three sectors, and the companies changed more than the work did. At DXC in 2025, what I found was $500M in unbilled and at-risk revenue inside ninety days.
The $500M was not one bad contract. It was three different issues across the portfolio: what had been sold, what delivery could actually execute, and what could be billed and collected. Each lived with its own team, on its own clock. Nobody was checking them against each other.
That is how ninety days turns up half a billion. I made the gap visible, put it in front of the people who owned each piece, and stood up the cadence that keeps what's sold, delivered, and billed in sync instead of drifting apart again.
The work usually arrives the same way: a commercial problem that has outgrown the function that owns it, or a business moving faster than its controls. It is never tidy when it arrives, and it does not need to be.
I own the gap and close it.