I have spent my career on two tracks at once: officer roles inside large public companies, and value creation inside private equity portfolios. The transactions are where the two meet.
My work sits across functions most companies keep in separate buildings: human resources, legal and risk, and private equity. That combination is unusual, and it is the point. A legal professional who has sat on the sponsor side of a deal reads a contract differently. An HR executive who has run diligence and integration knows which synergies survive contact with the workforce and which ones never existed. The useful part is what happens where they overlap.
Today I am Chief Human Resources Officer at TEAM, Inc., a global specialty industrial services company delivering inspection, assessment, and maintenance for high-temperature and high-pressure systems across refining, chemical, power, pipeline, and other heavy industrial markets. More than 5,000 people across 220 locations in over 20 countries.
Before that came eleven years with Huntsman Building Solutions, and Demilec before it. I joined shortly after private equity acquired the business, hired by the sponsor to build the processes, procedures, and platform that would carry it cleanly to its next owner. Nearly every company I have worked for has been private equity backed or Fortune 150, and that shapes how I think about pace, exit, and what is worth fixing first.
