Fractional VP,

Business Systems & Operations

I step in as executive owner of NetSuite and the systems that move money, inventory, and data through your business.

Best for product companies where operations have outpaced systems and leadership needs senior executive ownership before adding permanent headcount.

When to Engage

These are signals that systems ownership has become a leadership issue:

  • NetSuite is live, but Order-to-Cash, inventory, revenue recognition, or reporting is unreliable

  • Ecommerce, 3PL, finance, and operations are misaligned and creating friction

  • Integrations technically “work,” but the business is still unstable

At the executive level:

  • No single leader owns NetSuite decisions end-to-end

  • Senior judgment and traction are needed before committing to permanent headcount

  • System issues are pulling leadership into constant arbitration instead of running the business

My Mandate

I step in as the fractional executive owner of business systems, with clear cross-functional authority and accountability for outcomes, including:

  • End-to-end ownership of NetSuite and the surrounding systems that support finance and operations across Procure-to-Pay, Order-to-Cash, inventory, revenue recognition, and core financial workflows

  • Stabilization of critical integrations across ERP, ecommerce platforms, 3PLs, payments, and data and reporting systems

  • Decision rights, prioritization, and sequencing across finance, operations, and technology

What This Enables for Leadership

  • Fewer escalations and second-guessing

  • Clear accountability for system decisions

  • Confidence in financial and operational data

Who This Is For

ENS Advisors works with product companies — including DTC, retail, outdoor, and food and beverage brands — where systems complexity and operational friction are holding back growth or transition.

While many clients are founder-led or PE-backed, the right fit for ENS Advisors is any product company where system and operational complexity is slowing performance and leadership needs senior company stewardship.

Background

I bring over 20 years of experience owning the systems that move money, inventory, and data through complex product businesses. My background spans ERP, data, and operations leadership roles in high-growth and scaled environments, where reliability, judgment, and cross-functional alignment matter more than speed alone.

I’ve operated at the intersection of finance, operations, and technology during periods of growth, transition, and post-implementation strain — including ERP rollouts, multi-system integrations, fulfillment expansion, and data platform modernization. Much of my work has involved making consequential tradeoffs when time, information, and tolerance for error were limited.

Clients and colleagues know me for calm execution, strong judgment, and the ability to make pragmatic decisions when systems are live, revenue is flowing, and the cost of error is high.

My work goes beyond advisory. I step in with real ownership and accountability for outcomes.

Values

Ownership
I take responsibility for decisions and outcomes end-to-end.

Judgment
I prioritize thoughtful sequencing, clear tradeoffs, and long-term durability over speed.

Clarity
I make complex systems, priorities, and decisions legible across teams.

Calm
I operate steadily when systems are in transition, stakes are high, and ambiguity is unavoidable.

Integrity
I engage with discretion, honesty, and respect for the business and people involved.