I design the org, engineer the processes, and build the AI for the world’s most demanding operations.
Trusted by the operations you know
Walmart
Walgreens
Target
Starbucks
Seagate
Medtronic
Casey’s
HMSHostThe Approach
They break because the organization, the engineering processes and the applied technology are treated as three separate problems — run by three teams, pulling in three directions. I’ve spent more than two decades solving them as one — assessing the organization, designing the model, re-architecting the technology, and aligning the functions that have to make it real. One system, pulling in the same direction.
Three problems. One system. Better Outcomes — End to End
What I Do
The right structure, roles, and capability — plus coaching and the 360 leadership development my father pioneered and I carry forward. Now also an instrument: Kinetry, the team behavior platform I built to measure and coach the 24 behaviors that drive performance.
Engineered standards, statistical sampling, and labor models that actually drive the result.
Strategy, tech-stack design, vendor selection, and AI — so your technology finally pulls its weight.
Delivered however it fits — advisory, hands-on build, workshops, or one-on-one.
About
“There’s no limit to the amount of creativity he can offer.”
Most operations don’t break for lack of effort. They break because the organization, the engineering processes and the applied technology are treated as three separate problems — run by three teams, pulling in three directions. I’ve built my career solving them as one.
For more than two decades, I’ve approached a single question from every possible angle: how do you make a large, complex operation genuinely work better? I’ve answered it as the industrial engineer who built the labor standards, the consultant who designed the labor and staffing models, the operations director who owned the result, and the software executive who shaped the technology itself. Few people in workforce management have occupied every one of those seats. I have — and it lets me see the whole system rather than any single slice of it. The proof is in operations you know: labor standards, the labor model, and workforce management for Target; labor and capacity models at Seagate; and transformations spanning Walgreens, Starbucks, Casey’s, Medtronic, and more.
At full scale, the work looks like my recently completed engagement at Walmart, where I led an enterprise transformation spanning all three problems at once — assessing and reshaping the organization and its talent, contributing to the rebuild of the team behind its workforce intelligence, modernizing the labor model, and charting the blueprint for a new, AI-driven technology stack. Work on this scale moves only when finance, technology, product, and operations are aligned and driven toward a single result — the kind of cross-functional orchestration I specialize in. Every function, enterprise scale: it’s where I do my best work.
My range has an unlikely source. Before the Fortune 500 work, I was a singer-songwriter and producer who fronted the band This World Fair and placed a song in the film Disturbia. Songwriting taught me to find the signal in the noise, to edit without mercy, and to move a room — the same instincts I now bring to organizational and workforce management. It’s why nearly everyone I work with reaches for the same word: creative.
I also grew up inside this craft. My father, Frank, pioneered 360-degree leadership development and built Kalgren Consulting before me. I carry that people-first philosophy forward, and sharpen it with an engineer’s rigor.
That legacy now has a product. In 2026 I built Kinetry, a team behavior instrument that measures the 24 behaviors driving team performance — monthly, per person — then shows what changed after the coaching people kept. The 360 my father pioneered, carried into software: measurement you can trust, coaching grounded in evidence, results you can show a board.
The result is rare: the precision to engineer a labor standard down to the second, the range to re-architect the technology around it, and the humanity to lead the people who will live with it.
Three separate problems, solved as one. Better Outcomes — End to End
Proof
At full scale, it looks like this: an enterprise transformation at Walmart that moved all three problems at once — reshaping the organization, modernizing the labor model, and charting a new AI-driven technology stack, across finance, tech, product, and operations.
Working with Chris reinforced for me how valuable the right perspective and level of rigor can be in workforce planning and scheduling. His attention to detail is exceptional, and he has a real ability to look end to end across a project to ensure nothing is overlooked. Connecting the needs and implications across Operations, Product, Technology, and People. What sets Chris apart is his combination of deep subject matter expertise, high emotional intelligence, and a strong understanding of the broader industry and competitive landscape. He consistently brings a forward looking perspective to the work, particularly around how AI will continue to shape Workforce Mgmt. and Scheduling. Chris is someone who not only understands the complexities of this space, but knows how to bring teams together around them and turn that perspective into better outcomes.
The most knowledgeable person in the country about labor.
I had the privilege of having Chris on my team as we completed the build of labor standards for 1,800 Target stores… a natural leader who influences without authority and coaches his peers.
One of the most organized people I’ve ever worked with. There’s no limit to the amount of creativity he can offer.
The Instrument
My father pioneered 360-degree leadership development. I rebuilt that craft as an instrument.
Kinetry measures the 24 behaviors that drive team performance — every month, for every named person, not an anonymous average. Its AI coaches every gap with evidence drawn from the scores themselves. And it does what no engagement survey can: it shows what changed after the coaching people kept.
It’s the same philosophy that runs through everything here — measure precisely, coach humanely, prove the result — built to hold whether I’m in the room or not.
The work moves the numbers. Kinetry coaches them higher.
Let’s work
I’ll tell you how we fix it.
First conversation is a 30-minute working call — you leave with one concrete idea, no pitch. And it’s just me — the person you meet is the person who does the work.