I led the transformation of an early-stage construction-focused organization into a structured, professionally managed operation capable of delivering a growing portfolio of capital projects. This included creating a project delivery framework, standardizing processes, and implementing a resource model that aligned staffing, field operations, and financial planning with project pipeline requirements.

To support predictable execution, I built regional delivery hubs across Africa, Asia, the Caribbean, and the U.S., each operating within a matrixed management structure that improved coordination between design, field teams, partners, and leadership. I introduced new financial systems and a balanced revenue strategy that blended institutional support with cost-recovery mechanisms, strengthening the organization’s long-term viability.

After years of working on complex capital and community infrastructure projects, I wanted to bring those same principles—strong design, local ownership, and community purpose—to a small business in my hometown. This led to the creation of the Steamboat Social Club.

I oversaw the full 4,600 SF adaptive reuse renovation, serving as the GC and construction manager from concept and design through permitting, construction, inspections, and operational startup. I built the business model, operating systems, and partnership framework that supported rapid membership growth and strong community engagement.

I co-led the rapid development and delivery of a rural COVID-19 treatment center prototype, coordinating architects, engineers, health specialists, and nonprofit partners during the early months of the pandemic. Acting as the owner’s-side lead, I guided a multidisciplinary design process to ensure the model was constructible, operationally feasible, and aligned with the resource limitations of remote communities.

The prototype emphasized efficient patient flow, staff safety, ventilation and infection control strategies, and streamlined logistics for testing, waste management, and clinical operations. I worked with partners to standardize requirements into a design package that minimized power, water, and material demands—enabling rapid deployment and cost-effective construction without compromising clinical function.

I served in an owner’s-side leadership role for the redevelopment of Elmore Stout High School—the only public secondary school on Tortola and the top national infrastructure priority following catastrophic hurricane damage. Engaged by the BVI Recovery & Development Agency, our team was tasked with establishing the full delivery framework needed to rebuild the seven-acre campus.

I mobilized and coordinated a cross-sector group of partners, securing HDR as a pro bono technical design advisor and bringing in Expedia Group as a major philanthropic contributor. These partnerships strengthened project capacity, reduced soft costs, and enhanced alignment with community expectations and governmental priorities.

My scope included leading the strategic planning and decision-making structure for the redevelopment effort. I guided a multidisciplinary team through an Options Study, an Integrated Master Plan, and a comprehensive Business Case—establishing clear requirements, sequencing, cost modeling, schedule pathways, and long-term operational considerations. I also directed the development of Phase 1 implementation and procurement strategies, ensuring the project could move from planning into construction with clear scope definition, budget validation, stakeholder alignment, and execution readiness.

Location: Njabini, Kenya | Scope: Residential, Academic, and Early Childhood Facilities | Timeline: 5 years

I supported the owner’s-side leadership and construction management of a multi-phase campus expansion for Flying Kites, delivering new residential, educational, and early childhood facilities that significantly expanded the organization’s capacity to serve vulnerable children in rural Kenya.

I coordinated planning, design development, and construction oversight for an 8,000 SF student dormitory, a guest house for visiting educators, a 10-classroom academic block, and an early childhood education center—each tailored to the site’s unique environmental, cultural, and operational conditions. The work included addressing complex sloped terrain, maximizing daylighting and passive heating in a semi-alpine climate, and integrating sustainable systems such as solar power and a mechanical biodigester for wastewater treatment.

Partners: Construction for Change, Pallet Shelter, GC & Trade Organization Network, Municipal Owners
Scale: Multi-State Operations • Up to 400 Units per Deployment

I led the creation of a national delivery model enabling Pallet Shelter—a B Corp manufacturing prefabricated emergency housing—to deploy units rapidly across the U.S. for unhoused and disaster-affected communities. Pallet had a strong production operation but lacked scalable installation capacity. I solved this by mobilizing Construction for Change’s national network of project managers, GC partners, and trade organizations to form regional installation teams trained on the Pallet system.

Working from the owner’s side, I structured a standardized deployment process—defining the roles of Regional Leads, Project Managers, and Installers; establishing planning workflows; and implementing site-readiness, safety, QA/QC, and closeout procedures. This framework eliminated the need for Pallet to fly staff nationwide and enabled installations of up to 400 units per project, something previously impossible.

*Flying Kites Academy Development - Njabini, Kenya