An Operator’s Perspective. A COO’s View of the Business.
I help CEOs, owners, and investors strengthen the way their businesses operate—solving operational challenges, preparing for growth, and building the leadership structure, visibility, and discipline required for reliable performance.
Through LUKE252 Advisory, I serve as a Fractional COO, interim operations executive, and strategic advisor to consumer-product companies navigating growth, complexity, operational disruption, or acquisition-related change.
Why I Built LUKE252 Advisory
There is a particular moment that occurs inside many otherwise successful companies: the business is moving forward, but the leadership team no longer has a shared view of what is happening—or confidence that the organization can continue operating the same way.
I experienced that firsthand when I stepped into an operation following a major disruption. Inventory accuracy had fallen to approximately 50%, product availability was near 65%, and different functions were working from different versions of the truth. The people were capable and committed, but operations, finance, planning, and leadership were addressing their individual priorities without a unified operating plan.
The business did not simply need another process improvement. It needed leadership that could connect the functions, establish reliable information, clarify accountability, and keep the organization focused on the overall business outcome.
By bringing the right leaders together around shared priorities, clear ownership, meaningful performance measures, and a consistent operating cadence, we restored control. Inventory accuracy increased to 97.6%, while product availability recovered to approximately 95%.
That experience reinforced something I have seen throughout my career: operational challenges rarely exist in isolation. An inventory problem may begin in forecasting. A customer-service problem may be connected to sales commitments, fulfillment capacity, or unclear decision rights. Margin pressure may originate in purchasing, transportation, organizational complexity, or the absence of accurate performance visibility.
A COO must see those connections—and turn them into coordinated action.
That is why I created LUKE252 Advisory.
More Than Solving Today’s Problem
Some clients engage me because an operational challenge is already affecting customers, costs, margins, or leadership capacity. Others bring me in before a major growth initiative, investment, or acquisition exposes weaknesses that have not yet become visible.
My role can include helping leadership:
Stabilize operations and restore control
Translate business strategy into executable priorities
Align operations with sales, marketing, finance, and customer expectations
Clarify organizational structure, leadership responsibilities, and decision rights
Establish KPIs, executive dashboards, and operating cadences
Improve cost visibility, service performance, and accountability
Build scalable processes and leadership capabilities
Assess operational risk before an acquisition
Support integration, transformation, or post-acquisition execution
The objective is not simply to fix an isolated issue. It is to strengthen the operating system behind the business so the company can perform more reliably today and make better decisions about what comes next.
What It Is Like to Work With Me
Working with me is less like hiring a traditional consultant and more like adding an experienced operator to your leadership team.
I work at the strategic level while remaining close enough to execution to ensure that decisions produce results. I ask direct questions, communicate plainly, and help leadership separate symptoms from underlying causes. I do not arrive with a predetermined answer or criticize what the existing team has built.
Instead, I work alongside leadership to understand the business, connect the functions, establish priorities, and create the accountability needed to move the organization forward.
Depending on the situation, that may mean serving as a Fractional COO, stepping into an interim leadership role, advising the CEO, conducting an operational assessment, or supporting an acquisition or integration initiative.
Experience That Connects Strategy With Execution
I bring more than 15 years of leadership experience across Fortune 500 organizations and high-growth consumer brands. My background includes operational transformation, supply chain and fulfillment, customer operations, financial stewardship, organizational leadership, third-party partnerships, and cross-functional business execution.
I hold an MBA, am a Lean Six Sigma Black Belt, and have completed executive education in M&A and corporate development strategy. That combination allows me to evaluate the business from both an operator’s and an investor’s perspective—considering not only how the company performs today, but also its scalability, risks, and future value.
Selected results include:
Increased inventory accuracy from approximately 50% to 97.6%
Restored product availability from approximately 65% to 95%
Achieved order-fulfillment performance above 96% OTIF
Increased shipping capacity fourfold
Reduced transportation costs by 53%
Reduced annual inventory write-offs from more than $300,000 to approximately $20,000
These results were not produced through isolated cost-cutting or process changes. They came from creating visibility, aligning leadership, clarifying ownership, and building operating disciplines that connected strategy with execution.
Let’s Have a Confidential Conversation
You may be addressing an immediate operational challenge, preparing the business for its next stage of growth, evaluating an acquisition, or simply recognizing that the company needs a stronger operating structure before problems emerge.
Our first conversation is not a sales presentation. It is an opportunity to discuss what is happening in the business, what may be getting in the way, and whether my experience can help.