I align the org, engineer the labor, and apply the AI so the world’s most demanding operations work better.
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.
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 a current engagement, where I’ve 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.
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 a leading global retailer 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.
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.
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.