Almost two decades of it now, and the through line has never really been an industry. I get put in front of a business where the demand is real and the machine underneath it was never built to hold that much, and my job is to build the machine before the gap between the two turns into a number somebody has to explain.
| 2026 | Property restoration, PE-backed platform. General Manager of a $25M+ mitigation, environmental, contents and reconstruction business, six direct reports, 150 to 200 projects running at a time. |
| 2023 to 2026 | High-end construction. General Manager over a $15M portfolio of complex renovations and custom builds, then Director of Operations for a design-build firm running luxury estates and light commercial work. |
| 2019 to 2023 | Exterior remodeling, insurance restoration and solar. Firm-wide resource planning, the production and sales standards, and two service lines stood up from zero. |
| 2017 to 2019 | Payment processing. National Director of Sales and Operations, one regional market to more than 20 states without additional funding. |
| 2006 to 2017 | Army National Guard. Legal operations and compliance, eleven years, three deployments, including a concurrent assignment running talent acquisition and retention. |
The reason those look like different jobs and are not is that the failure is almost always the same one. Margin leaks somewhere between the sale and the close, nobody can point at where, and the reports that would show it arrive after the month is already finished. That is rarely a pricing problem and it is almost never a people problem. It is usually a process that made sense when the company was half this size and was never rewritten.
So I build. Weekly job cost reviews instead of monthly, because monthly puts you behind the problem. Procedures that are written down rather than carried around in somebody's head. A scorecard with thresholds that actually gate compensation, so the standard has teeth. Then the financial result follows and it stays, because the thing producing it is documented and somebody other than me can run it.
The eleven years in the Guard are where the documentation habit comes from, and most of why I am comfortable being the person who has to defend a number out loud. What I want next is a business with a real operating problem and the authority to go fix it, and I do not particularly care what it makes or sells.
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Anthony Bradshaw is an operator and general manager who has owned P&Ls from $5M to $25M across property restoration, construction, remodeling, and payment processing. Most recently he ran a $25M+ mitigation, restoration, and reconstruction business inside a private-equity-backed platform, where adjusted EBITDA moved from negative 26% to positive 14% in four months against a 3% plan. He has launched service divisions from zero to $5.2M in combined revenue, taken a regional company to national coverage in more than 20 states, and rebuilt the operating infrastructure underneath multi-site organizations. He served eleven years in the Army National Guard in legal operations and compliance, including three deployments, and holds an MBA. He lives in Fredericksburg, Virginia.
The fastest way to reach me is email, and I answer within one business day.
Anthony Bradshaw