Strategic Advisory. Corporate Refugee. There is rarely only one path forward.
Business ownership advisor and strategic advisory partner, I help experienced professionals evaluate what comes next and help organizations improve operations, systems, implementation, and growth.
The work may involve an operating problem inside an existing business, a CRM or workflow implementation, a strategic or fractional leadership engagement, or a careful evaluation of what a person should build next. The common thread is the same: understand the situation before choosing the answer.
Two ways to work with Plan B and C.
Plan B and C works through two complementary practices of equal importance. Strategic Advisory supports organizations that need experienced help with operations, systems, implementation, leadership, or growth. Corporate Refugee supports experienced professionals evaluating life beyond the traditional corporate path and whether business ownership belongs in that next chapter.
Strategy, Operations & Implementation
I take on select advisory, fractional leadership, and implementation engagements for organizations that need experienced help with operations, systems, leadership, or growth.
The work starts with what is actually happening, not a predetermined fix. Engagements may cover procurement, supply chain, contracts, process improvement, organizational readiness, CRM and workflow systems, automation, websites, SEO, and digital marketing.
- Strategy & fractional leadership
- Procurement, supply chain & contracts
- Operations & process improvement
- CRM, workflow & automation
- Websites, SEO & digital marketing
- Business development & readiness
Business Ownership Advisory
I work with experienced corporate professionals who are questioning what comes next and want to understand whether self-employment or business ownership belongs in that conversation.
Business ownership consulting starts with the person, not the product. We begin by evaluating whether ownership or self-employment is actually a fit, then define the objective, economics, operating role, risk, and life the structure must support. The right answer may be an acquisition, independent business, consulting practice, franchise, another model, or no transaction at all.
- Business acquisition
- Franchising
- Independent business
- Licensing & distributorships
- Consulting practice
- Staying put for now
Not every relationship is an advisory engagement. Ventures is where Plan B and C participates directly in selected businesses, partnerships, healthcare and distribution initiatives, and owned interests. Explore how we participate →
Clarity before activity.
A lot of bad decisions start with a solution in search of a problem. I prefer to work the other way around.
I’ve made the transition myself.
My career began in emergency medical services and eventually took me into flight paramedicine. The work was immediate and the sequence was clear: assess the situation, stabilize what needed stabilizing, choose a course of action, and move forward. That operating philosophy has stayed with me ever since.
After an accident forced me to reconsider a career built around paramedicine, I had to reinvent myself. I moved into hospital administration, earned a bachelor’s degree in Business Administration with an emphasis in Integrated Supply Chain Operations Management, and later completed an MBA. From there I moved through healthcare operations, procurement, supply chain, leadership, consulting, and business ownership. In each setting, the details changed but the responsibility did not: understand what was actually happening, coordinate people and systems, make decisions with incomplete information, and deliver results.
But being self-employed is not just doing your old job without a boss. You have to find the work. Market the business. Price it. Negotiate the agreement. Manage the contract. Get paid. Maintain the relationship. Decide what to pursue and what to walk away from. Then get up the next morning and do it again.
That experience shapes both sides of the work. With strategic advisory clients, I help assess operations, systems, leadership needs, CRM and workflow opportunities, and the practical steps required to improve the business. With Corporate Refugee clients, I help evaluate whether ownership or self-employment is a fit, then identify the business models and operating structures that could support what they want to build. That may include an existing business, an independent venture, a consulting practice, a franchise, an acquisition, or another path. In both conversations, the more important question comes first: what are you trying to build, and what structure gives you a reasonable chance of getting there?
Sometimes the answer is to build, buy, partner, consult, or operate within an established system. Sometimes the smartest decision is not to make a transaction yet.
Business ownership planning should start with more than one option.
Business ownership is not one thing, and there is no single structure that fits everyone. The right path depends on the person, the opportunity, the capital available, the amount of control you want, and what you are actually trying to accomplish.
The range is not accidental.
My career began in emergency medical services and flight paramedicine, then moved through an accident-driven career change into hospital administration. I earned a bachelor’s degree in Business Administration with an emphasis in Integrated Supply Chain Operations Management and later completed an MBA. Since then, I have worked across healthcare operations, research, procurement, supply chain, consulting, business ownership, and Director, Vice President, and President-level roles. The settings changed, but the work remained familiar: walk into a difficult situation, understand it quickly, stabilize what matters, and get things moving in the right direction.
Across those environments I have dealt with budgets, contracts, vendors, people, systems, compliance, negotiations, operational problems, organizational politics, and the practical consequences of decisions that looked much cleaner on paper.
That background is part of what I bring to the work as a business ownership advisor and strategic business advisor. Plan B and C is built around accumulated operating experience. Some of it is used to advise. Some is used to help people build something of their own. Some is put to work directly in businesses and opportunities we choose to pursue.
Sometimes the right role is to participate directly.
Ventures is the third leg of Plan B and C. It is not a separate client service or another door in the main menu. It is where we selectively develop, support, partner in, or operate opportunities directly.
Healthcare & Distribution
Opportunities drawing on decades of healthcare, procurement, supply chain, compliance, and vendor-side experience.
Strategic Partnerships
Commercial relationships and business-development opportunities where the parties bring complementary experience, access, or capabilities.
Owned & Operated Interests
Businesses and projects in which Plan B and C serves as an owner, operator, developer, or active participant.
Start with the problem, not a predetermined answer.
If you are considering ownership, working through an operating problem, looking at a partnership, or have an opportunity worth discussing, start with the conversation. We can figure out where it belongs from there.
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