I run operations, and what I get handed is usually a business where the demand is real and the machine underneath it was never built to hold that much, so I go rebuild the machine.
| P&L ownership | $5M to $25M, single-site and multi-site |
| Organizations led | Up to 100+ personnel, five and six department heads reporting |
| Sectors | Property restoration · Construction · Exterior remodeling · Solar · Payment processing · Federal legal operations and compliance |
| Owned end to end | Operations, sales, estimating and production, procurement, safety and regulatory compliance, and the monthly close |
| Built from zero | Two service divisions to $5.2M combined, and a national sales organization across 20+ states |
| Ownership structures | Private equity backed platform, owner-operated firms, and a national privately held company |
| Education | MBA · BS, Criminal Justice |
| Service | Army National Guard, eleven years, three deployments |
The settings have varied a good deal more than the work has. What carries across all of them is the same job: read a P&L until you can name the process that produced the number, build the cadence and the documentation that make a standard hold, and get an organization running on something other than the memory of whoever is in charge. Industry changes the vocabulary and the failure modes, and it does not change that work, which is why I am not precious about which industry I do it in.
Former employers are described by size and market rather than by name. Titles, dates, and employers appear in full on the resume.
Margin does not come from a pricing decision, it comes from whether the process holds when the crew is short and the customer is unhappy. I build the process first and the number follows it.
Most operating problems are visibility problems that got old. A weekly job cost review, a scorecard with real thresholds, and a leadership rhythm people can actually keep are worth more than any single decision I could make.
I set the standard and the date, then hand the method to whoever is going to run it, because they are sitting in it every day and I am not. That is also how you find out what is really breaking.
I have done this in restoration, construction, remodeling, payments, and federal compliance. The operating problem underneath is close to identical every time, and the industry mostly decides how long it takes me to learn the vocabulary.
| General Manager Spartan Emergency Water Removal · Fredericksburg, VA
Operating Executive, Guardian Restoration Partners, concurrent | Feb 2026 – Aug 2026 |
| Director of Operations Biringer Builders · Richmond, VA | Jan 2025 – Feb 2026 |
| General Manager Mark Franko Custom Building · Richmond, VA | Apr 2023 – Mar 2025 |
| Senior Manager, Business Operations & Strategy The Pinnacle Group · Richmond, VA | Apr 2019 – Jun 2023 |
| National Director of Sales & Operations Versatile Merchant Solutions | Sep 2017 – Apr 2019 |
| Legal Operations & Compliance Manager Army National Guard · eleven years, three deployments | Sep 2006 – Sep 2017 |
Full detail, including the transitions between overlapping roles, is on the resume.
The fastest way to reach me is email, and I answer within one business day.
Anthony Bradshaw