$1B of growth and 2.1 points of margin

The Global Clients portfolio serves Securitas's largest multinational customers, including marquee financial institutions such as JPMorgan Chase and US Bank, with specialized engagements such as IRS lock-box operations. Delivery runs through distributed, multi-site field teams embedded at client locations, within North America's largest security-services network of 580 offices and roughly 90,000 field employees.

The organization is highly matrixed. Commercial, finance, HR, legal, and client operations all touch the same clients across multiple regions, and we work alongside facility-management partners such as Sodexo, CBRE, and JLL. In that environment, strategy only turns into results when someone owns the connective tissue.

The portfolio did not need a new strategy every quarter. It needed one clear strategy and a machine that executed it every week.

Grow a $2.3B portfolio while expanding margin in a labor-intensive, competitive services business.

Align seven North American regions on common frameworks without erasing what made each one effective locally.

Lead a large, multi-tier leadership organization through rapid scaling while keeping client service steady.

Serve regulated and unionized client environments where compliance, data privacy, and labor-market realities shape every commitment.

As SVP I directed the portfolio and its commercial roadmap and led the operating-model redesign. After my promotion to President, Global Clients in 2024, I took on broader strategic leadership: acting as operating partner to the C-suite, directing the global commercial team, and overseeing the legal function covering contract, IP, and commercial matters.

A single commercial roadmap

I engineered a strategic commercial roadmap for the portfolio that balanced organic expansion within existing clients against new-business wins, with disciplined pipeline management and governance behind it.

Redesign the operating model

I eliminated operational redundancies, optimized global delivery structures, and embedded automated efficiencies into the core operating model. Margin came from how the work was organized, not from squeezing the front line.

Govern through cadence

I standardized operating frameworks across seven North American regions, aligning culture, regulatory compliance, and performance metrics, and I designed the executive operating rhythm: monthly operating reviews, initiative reviews, and decision forums that connect regional execution to corporate strategy.

Build the bench

I built, mentored, and steered a leadership matrix of 10 Portfolio VPs, 88 Directors, and 22 Managers, with capability-building and career-development frameworks that upskilled the pipeline to match the firm's scaling ambitions.

Grow the most important relationships

I oversaw institutional relationship management for the highest-value global clients, expanding multi-regional contract values through targeted upselling and tailored security technology integrations, and I owned vendor selection and quality governance for outsourced, offshore, and nearshore delivery functions supporting the portfolio.

$1B revenue growth

Organic and new-business growth across the $2.3B global client portfolio over four years.

Operating margin 7.9% to 10%

A 2.1-point expansion delivered through structural and operational redesign.

~$280M new business per year

A global commercial team consistently meeting or exceeding growth targets.

A deeper leadership bench

10 Portfolio VPs, 88 Directors, and 22 Managers developed through structured career frameworks.

Growth and margin are not a trade-off when the operating model is right.

Most margin leakage lives in duplication and handoffs, not in the people doing the work.

Cadence is strategy made visible.

A predictable rhythm of reviews and decision forums is what turns a plan into weekly behavior.

Build the bench before you need it.

Scaling ambitions are capped by leadership depth, so invest in it early.