Proof that better operations create capacity.

As Chief of Staff to the CEO of Archetype Themes and Pixel Union, I work across strategy, operations, organizational planning, cross-functional execution, and special initiatives.

I helped lead the integration of the two businesses by building, facilitating, and communicating the merger plan across 7 teams and more than 30 employees. This included supporting the product team as operations shifted from 6 products sold through one channel to 16 products sold across multiple channels.

I also worked with technical teams to define the delivery model for a new multi-brand product bundle, coordinating the packaging of distinct product offerings across 11 brands and mapping how each component would be delivered through the right systems and workflows.

To improve visibility and execution at Archetype Themes, I formalized company-wide operating rhythms, shifting sporadic product release schedules to a structured 8-week cycle with weekly rituals, regular check-ins, team updates, and project boards. This helped reduce turnaround time for product improvement releases by 88%.

The result was stronger alignment, clearer ownership, and more reliable execution across a more complex multi-brand business.

Dr. Steve H. Medical Services provides medical clearances, medical consulting, and emergency medical services for film, television, and entertainment clients. The work moves quickly and involves coordination across production teams, agents, insurance brokers, and high-profile actors, producers, and directors.

Before working together, Dr. Steve H. was managing scheduling and billing manually while also working as a full-time emergency doctor. He needed a system that would let him focus on appointments and medical work without personally holding every operational detail.

I built and continue to maintain a low-tech, high-function operating system tailored to how the practice actually works. The system centralizes scheduling and billing, automates key calculations, simplifies client communication, and creates clearer visibility into appointments, follow-ups, and practice activity.

As the business grew, I added data and metrics tracking to monitor year-over-year growth, identify peak seasons, and support staffing and resource decisions. I have also continued to provide operational support during periods of high growth, technical change, and special projects.

Between 2023 and 2025, the practice doubled its business capacity and expanded from one doctor to two. The result is a more organized, visible, and scalable operation that allows Dr. Steve H. to focus more fully on the medical work itself.

BethCare was relying on manual, paper-based systems to coordinate care across office staff and a large team of caregivers. Scheduling, clock-ins, onboarding, and training were difficult to manage, and too much operational visibility depended on the CEO being personally available.

I worked with the internal team to understand their needs, evaluate software options, and build a decision-making matrix that helped BethCare choose the right tool for their team. Because the staff had varying levels of tech literacy, accessibility mattered. We selected WellSky because it could support both office operations and caregiver check-ins, including a phone-based check-in option for caregivers without smartphones.

I oversaw the implementation of WellSky, acting as the go-between for the vendor and the BethCare team. I also built and delivered a training program for office staff and caregivers, created training videos and documentation, ran caregiver workshops, and trained internal caregiver champions who could support adoption after the rollout.

The result was a more visible, reliable operating system. The CEO no longer needed caregivers to text her directly when they arrived. Instead, the team had a clearer view of who was checked in, where support was needed, and how the operation was running.

District 3 was growing beyond a single startup program and needed the operational infrastructure to support more programming, more founders, and more internal coordination.

As Operations Manager, I helped the organization move from running one program to supporting four: Business Model Validation, Minimum Viable Product, Product Market Fit, and The Residency.

The work included mapping startup onboarding touchpoints, identifying what information founders needed at each stage, creating email templates to reduce manual work, coordinating with busy entrepreneurs and coaches, and implementing Notion company-wide as a central knowledge hub.

The result was an operating foundation that helped District 3 scale its programming while giving the team a clearer, more centralized way to work.