The practice
The institutions that grow industry funding treat corporate engagement as an enterprise capability — structured, instrumented, and led. I build that capability with you, using the model I built and ran as founding AVP of Corporate Engagement at Georgia Tech and, before that, at Carnegie Mellon. One senior operator in the room, accountable for the outcome — not a bench of analysts.
Build the engine that grows industry funding.
Corporate-engagement readiness audit
Working inside your operation, I benchmark structure, CRM and pipeline discipline, channel coverage, metrics, and partner screening against the model Georgia Tech now runs — and deliver a scored gap analysis with a sequenced roadmap your cabinet can act on.
Strategy & blueprint
A retained engagement to design the engine: office structure and reporting lines, the nine-channel framework applied to your institution, governance and metrics, research–advancement alignment, and the operating cadence that holds it together. You end with a blueprint your leadership has already pressure-tested.
Fractional & interim leadership
When you need the office stood up or turned around, not described. I lead the function on a fractional or interim basis: hire and coach the team (including recruiting engagement talent from industry), implement the CRM and front-end partner screening, and run the accounts until your permanent leader can. The goal is an operation that no longer needs me.
Training & workshops
Working sessions for engagement staff, advancement officers, research leadership, and faculty: holistic engagement across the channels, how companies actually buy, hiring from industry, and partner screening for research security and compliance. Built from operating the model, not from a slide library.
How an engagement works
A conversation
Thirty minutes, no deck, no pitch. You tell me where you are; I tell you honestly whether and how I can help. If the answer is no, I will say so and point you toward something useful.
A focused diagnostic
Weeks, not months. I look at your operation the way an operator would — structure, pipeline, channels, metrics, screening — and finish with a short written read on where you stand. It is yours to keep either way.
The work
An audit, a blueprint, fractional or interim leadership, or training — scoped to the problem and no larger. Clear deliverables, a defined end, and a team that can run the model after I leave.