Senior Operations Leader | Embracing Unwavering Execution & Extreme Ownership Principles

I help organizations cut through complexity and turn operations into systems they can count on. With 20 years of experience, I have led cross-functional teams, managed a $200M contract portfolio, and delivered measurable results:

- $22M in savings through vendor management and strategic sourcing
- 25% profit margin gains through process improvement and operational efficiency
- 200+ corporate and endurance events produced over 15 years
- Large-scale budgets and project management across multiple functions

Core strengths: operations leadership, vendor management, contract management, strategic sourcing, process improvement, project management, budgeting, and event direction. I combine data-driven execution with a servant-leadership style shaped by Extreme Ownership and Echelon Front principles.

Outside of work, I am a runner, ultrarunner, GoRucker, and adventurer. The resilience and grit built on the trail inform every decision I make.

If you are looking for an operations partner who can optimize processes, manage vendors, and deliver events with measurable results, let’s connect.

“Jimmy’s integrity, bias toward action, and laser focus allowed our organization to scale…from the red into the black < 1 year, scaling >10X.” – Anoop Grover, COO

Jimmy Gabany

Most communication problems are not content problems.

They are leadership problems.

You can be right and still lose the room.

I have watched solid ideas get rejected because the tone was off. I have seen good feedback land wrong because it was delivered at the worst possible moment. I have done it myself. The message was fine. The timing was not.

Tact matters because respect matters. Tone matters because people read emotion before logic. Delivery matters because confidence and humility have to show up together. Timing matters because even the best point will fail if the person hearing it is not ready.

If you want alignment, slow down before you speak.

Ask yourself:

Is this the right moment?
Is my tone matching my intent?
Am I trying to win, or am I trying to solve?

Strong leaders do not just manage what they say. They manage how and when they say it.

That is where trust is built or lost.

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Extreme Ownership Muster 023

The OODA Loop

The Indirect Approach

Extreme Ownership Framework

Barriers to Extreme Ownership

 Creating a Culture of Extreme Ownership

How to Navigate Micromanagement

CSCMP Supply Chain Foundations: The Essentials Professional Certificate

Certified Ultrarunning Coach

Change Management Professional Certificate by LinkedIn Learning

ServiceNow IT Leadership Professional Certificate

Negotiation Professional Certificate by American Negotiation Institute

The Debrief

Global Procurement and Sourcing Specialization

Google Project Management Certificate

The Readback

EOS® Integrator™️ Masterclass Graduate

Extreme Ownership Muster 016

Safety and Risk Mitigation

Dichotomy of Leadership Foundation Course

Extreme Ownership Foundation Course

Technical Support Fundamentals

USSF D License

RRCA Certified Coach

USATF Level 1 Coach

NASM PES

NASM CPT

Metabolic Efficiency Training Specialist

Schwinn Cycling Instructor

Extreme Networks, Inc. (EXTR) is a leader in AI-powered cloud networking, delivering a unified platform that simplifies and secures IT operations. Our solutions help businesses address challenges and enable connections among devices, applications, and users. We push the boundaries of technology, leveraging the powers of artificial intelligence, analytics, and automation. Trusted by thousands of customers globally, our AI-powered cloud networking solutions and industry-leading support enable businesses to drive value, foster innovation, and overcome extreme challenges.

For more information, visit Extreme's website at www.extremenetworks.com or follow us on LinkedIn, YouTube, X/Twitter, Facebook, or Instagram.

The function didn't exist before I got there. Engineers were running their own contracts. Procurement wasn't in the room. Nobody owned the vendor relationships, the risk, or the outcomes.

I changed that. Built the operating system, the governance framework, and the accountability structure from nothing. I drive alignment across Finance, Legal, Procurement, InfoSec, and Insurance with no direct authority and no missed outcomes. Five stakeholder groups. Zero excuses.

The results: $200M+ portfolio under management, $22M+ in delivered savings, and contract cycle time cut from six weeks to three. AI-enabled workflows helped. Knowing what I needed before I walked into any negotiation helped more.

Senior Manager, Product Operations

Running B2B events at the executive level sounds straightforward until you're coordinating production across the U.S. and Europe, managing sponsors with six-figure commitments, and accountable to attendees who paid to be in the room.

Small core team. High standards. No margin for visible failure.

Margins up 25%. Vendor costs down 25%. Sponsorship revenue up 35%. CSAT above 95%.

In events, the product is the experience. If the experience breaks, everything breaks. It hasn't.

Event Director

Built the operating model from nothing. Repeatable systems, budget ownership, vendor strategy, and the rhythm that kept multi-location events from turning into chaos. Set the standard the Event Director role runs on today.

Head of Operations / COO

Running a business for 17 years alongside full-time executive roles isn't a side hustle. It's proof of capacity.

I built Elemental as an endurance athlete and coach because I understood the problem from the inside. That's still true. When you're timing 800 athletes at 5am on a mountain, everyone on the crew knows their job, owns their piece, and doesn't wait to be told what to do when something goes sideways. That's not an accident. That's the standard I set.

200+ road, trail, and track events. 99% timing accuracy. 30+ events a year. Clients come back because we show up and get it right.

Founder

Nevada's cannabis market expansion was the Wild West. New regulations, high stakes, no playbook.

I ran operations through all of it. Team of up to 200 people. Rapidly scaling, heavily regulated environment where hiring fast without lowering the bar wasn't optional, it was the job. I built the leaders inside the org who carried the standard when I couldn't be in the room.

Scaled wholesale more than 10x. Grew revenue 50%. Maintained less than 0.1% inventory variance across multimillion-dollar stock throughout the entire growth cycle. Managed capital projects from $10M to $50M including full facility builds and operational expansion.

One compliance miss could have shut the business down. Nothing did.

Head of Operations / General Manager

Fortune 500 clients. MGM properties. High-profile events where visible failure wasn't an option and nobody got to have a bad day when the client was watching.

15+ multimillion-dollar events. Production teams of 50+ per event. On time, on budget, 95%+ client satisfaction. We got called back.

Event Manager

SageWater specializes in large-scale residential repipe and rehab. I ran operations across 2,000+ projects in Nevada with crews and staff of 50+ running dozens of concurrent jobs at any given time.

Leading in high-volume construction means setting a standard and then building the supervisors and crew leads who carry it without you standing over them. You can't be on every job site. You build people who don't need you to be.

Senior Project Manager

Combat Engineer. Logistics Technician. Armorer. Schweinfurt, Germany.

I managed equipment ordering and supply chain for an armored unit, owned weapons accountability for the unit, and led soldiers in a zero-failure environment. Leadership in the Army isn't theoretical. You set the standard, you model it, and your people either meet it or they don't. There's no gray area.

It's where the standard got set.

Combat Engineer

Operations Leader | I Build the Systems That Keep Companies From Falling Apart | Extreme Ownership | Vendor Strategy | Event Execution

Strong leaders admit when they do not know.

Not because it sounds humble. Because it is efficient.

Pretending to have every answer slows the room down. People wait. They defer. They hold back ideas because they assume the leader already decided.

The moment you say, “I don’t know,” something shifts. The team leans in. Ownership spreads. Solutions get better.

Needing help is not weakness. It is awareness.

If you are the smartest voice in every conversation, you are probably talking too much.

I got a new tattoo last month.

Jocko's GOOD. Right on my forearm, where I see it every day.

It is going to grow. Eventually, it will include the end of that same piece:
"Get up, dust off, re-load, re-calibrate, re-engage. And go out on the attack."

People will ask why. Here is the honest answer.

It is too easy to slip into the negative. Things break. Plans fail. Races go sideways. Deals fall apart. The world will give you plenty of reasons to focus on what went wrong.

GOOD forces an interruption. The computer dies mid-race. Good. I already have a backup running. The event hits a wall. Good. Now I know exactly where the weak point is. The plan falls apart. Good. The plan was probably wrong anyway. The negotiation went sideways. Good. I learned a better technique.

This is not optimism. It is a discipline. And like any discipline, it has to be practiced until it becomes automatic.

That is why it is on my arm.

Because some days I need the reminder before my brain goes somewhere less useful.

As a leader, your mindset is contagious. If you spiral, the room spirals. If you reset and move, the room moves with you.

GOOD is the reset.

#leadership #operations

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50 plus pounds on my back. 75 minutes. Pavement.

Dragging that kind of weight around is not fun. I want to be clear about that. Nobody is out here loving every step of a ruck. You just do it anyway.

This is prep for the Ruck Race League March Challenge. 25 percent of bodyweight for 75 minutes. The Furnace. It is exactly what it sounds like.

I do it because discipline equals freedom. And because I cannot ask anything of my team, my family, or anyone in my chain of command that I am not willing to demand of myself first.

Here is the controversial part.

If you cannot lead yourself, you are not a leader. You might be a manager. You might be in charge. But leadership requires something more than a title or authority. It requires that the people around you actually want to follow you.

That starts with how you show up when nobody is watching. The early morning. The extra weight. The thing you do not want to do but are committed to anyway.

People are paying attention even when you think they are not. They are watching whether your standards apply to you or just to them.

Be the person people choose to follow.

Not because they have to. Because they want to.

#leadership

This is my amazing wife, Sandy.

New Year's Eve. End of her first 100 miler.

She did not finish because she felt good. She finished because she refused to stop.

Blisters. Aches. The kind of tired that sits in your bones and starts negotiating with your brain around mile 60. Every step after that is a choice. Not a physical one. A mental one.

The body will lie to you. It will tell you that you have nothing left. That stopping is reasonable. That you have already done enough.

Discipline is knowing the difference between actually done and just uncomfortable.

Sandy knows the difference.

I have watched a lot of people train for events like this. The ones who finish are not always the most fit. They are the ones who learned to keep moving when every reasonable thought says stop.

That lesson does not stay on the trail. It follows you into every hard thing after.

Grit is not something you have. It is something you practice until quitting stops feeling like an option.

She rang that bell.

#leadership #operations

It has been a while since I have actually run.

Torn quad in December took care of that. No regrets, though. It is not every day you get to play laser tag supervised by Navy SEALs/SpecOps guys.

Today, it is one foot in front of the other. No fanfare. No applause. Just moving.

That is how most things worth doing actually get done. Not with a grand moment or a perfect starting point. Just a decision to start and the discipline to keep going.

Dean Karnazes said it best.
"Run when you can, walk if you have to, crawl if you must. Just never give up."

That applies well beyond running.

Whatever you are working through right now, just keep moving forward.

#leadership

5,000 people. Wilmington. Last weekend.

My primary timing computer died mid-race.

First instinct is to react. Fix it fast, fix it loud, let the stress show. That instinct is wrong.

Detachment is not distance. It is discipline. You pull back just far enough to see the problem clearly without your emotions making it worse. Then you act.

I switched to the backup that was already running. Results slowed. The primary timing company stressed. I stayed calm, kept the team steady, and fixed it.

Nobody on that course knew anything went wrong.

That is what Echelon Front means by detachment in practice. Not checked out. Not cold. Just controlled enough to respond instead of react when something breaks in front of a crowd.

The job is not set up. The job is what happens when it breaks.

#leadership #operations

“My great concern is not whether you have failed, but whether you are content with your failure.”

What stands out to me is the second half.

Failure is part of the work. Projects stall. Events break. Decisions miss. Anyone operating at a real level will fail at some point.

The real danger is getting comfortable with it.

I have seen teams normalize underperformance. Deadlines slip, and everyone shrugs. Standards drift, and no one calls it out. Over time, that becomes the culture. Not excellence. Not urgency. Just acceptance.

There is a difference between learning from failure and settling into it.

One builds capability. The other builds mediocrity.

The leaders I respect do not panic when something goes wrong. They also do not ignore it. They dissect it, fix it, and reset expectations. Calm. Direct. Unapologetic about the standard.

Failure is not the problem.

Comfort is.

Courtesy of Echelon Front

Echelon Front

Nobody has ever left a meeting thinking "I wish that had been longer."

Corporate culture did not collapse overnight. It drifted.

One small compromise at a time. A missed conversation here. An ignored signal there. A push for output without a pause to ask what it is costing the people doing the work. Over time, that drift becomes the new normal.

There was a time when steady leadership and earned loyalty were not buzzwords. Managers knew their teams. Expectations were firm. Respect was mutual. If something went wrong, it was addressed directly. If someone did well, it was recognized without being turned into a campaign.

Now, too many environments feel transactional. People are treated like interchangeable parts. Pressure flows downhill. Recognition flows upward. Leaders talk about culture while quietly rewarding behavior that undermines it.

If you want to change the trajectory, start with yourself. Keep your word even when it is inconvenient. Set standards and hold them without shifting them to fit the mood. Protect your team when the pressure rises instead of using them as insulation.

Loyalty is not a perk. It is a response to consistent behavior. When people feel respected and treated fairly, they commit. When they feel used, they disengage.

Culture is not what you declare. It is what you tolerate and reinforce every day.

Timing in the mud and rain!

Elemental Race Timing

Elemental Race Timing

Detachment is not distance. It is discipline.

At Echelon Front, detachment means stepping back far enough to see what you cannot see when you are in the middle of it.

When you are too close, everything feels urgent. Every issue looks personal. Emotions rise. Decisions get reactive.

Detachment creates space. You pull back. You assess. You ask what actually matters right now. The problem often looks different from ten thousand feet.

I have had moments where staying in the weeds felt responsible. It was not. It made me slower and more emotional. The solution did not show up until I paused and looked at the situation without ego attached.

Detachment is not cold. It is controlled. It is choosing to respond instead of react.

If things feel chaotic, you might not need more effort. You might need more perspective.

"The function of leadership is to produce more leaders, not more followers."
Ralph Nader

If your only goal is to create followers, that is an ego problem.

Great leaders raise people up without worrying about being outgrown. They share what they know. They put people in positions to succeed. They celebrate when someone they developed moves past them.

Being part of the process that makes someone better than you says more about your leadership than any title or follower count ever will.
I have seen leaders hoard knowledge because they were afraid of being replaced. That is not leadership. That is insecurity with a job title.

The best leaders I have been around made themselves less necessary over time. Not because they checked out, but because they built people who did not need them for the basics anymore.

That is the goal.

If everyone around you is dependent on you for answers, you have built a following. If everyone around you is solving problems, growing, and pushing past where you found them, you have done the job.

One of those is leadership. The other just feels like it.

#leadership

Today I am cleaning up a mess that did not have to happen.

Someone went around the team. Skipped the people who could have helped. Made the move that looked good for them in the moment and left the wreckage for everyone else to deal with.

This is not a skill problem. It is a character problem.

Teams exist because no single person has every answer. Using your teammates is not a sign of weakness. It is how the work actually gets done without creating casualties along the way.

The people who go around the team are usually optimizing for how they look, not for the outcome. And it works, right up until someone has to come behind them and fix what they left.

I do not mind doing the work. That is part of the job.

What I mind is that it was completely avoidable.

Use your team. Ask for help. Let people do what they are there to do. The mission matters more than the moment you get to look like you handled it alone.

Do not be this person.

#leadership #operations

Meetings are not work.

They are either alignment or avoidance.

If you leave without a decision, an owner, and a next action, it was not productive. It was theater.

Fewer meetings.
More ownership.
Finish things.

Accountability is quiet.
Blame is loud.

If every mistake turns into a postmortem with twelve people defending themselves, you are not fixing the problem. You are just assigning fear.

Teams that feel safe owning mistakes fix them faster.

Teams that feel hunted get very good at hiding.

Choose which one you want.

Leadership is not a title. It is a ripple effect.

If the people around you are thinking bigger because of your example, that is leadership. If they are pushing themselves to learn more, take on more responsibility, and raise their standards, that says more than any promotion ever will.

I have worked for leaders who talked about vision all day. Few inspired it. The ones who did were consistent. They showed up prepared. They admitted mistakes. They held the line when standards slipped. You did not just hear what they believed. You saw it.

Inspiration is not hype. It is modeling.

If your team is growing, stretching, and stepping into more than they thought they could handle, you are doing the job.

If they are shrinking, playing it safe, or waiting to be told what to do, something needs to change.

Leadership is measured in who people become because you were in the room.

“Strive not to be a success, but rather to be of value.”

I like this because it shifts the focus away from optics.

Success is easy to measure on paper. Titles. Revenue. Followers. Awards. Value is harder to fake. It shows up in whether the team performs better because you are there. Whether problems get solved faster. Whether people grow under your leadership.

Chasing success often turns inward. How do I look? What do I gain? Being of value turns outward. Who benefits? What improves? What moves forward because I showed up?

In operations, value is not glamorous. It is fixing what is broken. Removing friction. Making someone else’s job easier without needing credit for it.

If you aim to be useful long enough, success usually follows.

If you aim only at success, you risk missing the point entirely.

Where are you adding real value right now?

The org chart says one person is in charge.

The group chat tells a different story.

Strategy is easy. Execution is where most teams stall.

Everyone loves the high-level plan. Brainstorms feel productive. Slides look sharp. Then the meeting ends and reality steps in. No one owns the next move. Deadlines slide. Momentum fades.

It is rarely a talent issue. It is rarely a resource issue. It is the gap between the idea and the next concrete action.

Big plans fail when no one translates them into work that real people can actually do.

I have seen this pattern too many times. A new process rolls out. Teams nod in the kickoff. Monday shows up and confusion sets in.

What works is not complicated.

Write the steps in plain language.
Assign tasks to names, not departments.
Set deadlines measured in days, not quarters.
Follow up without being asked.

One stalled initiative on my team sat untouched for months. We broke it down, assigned ownership, tightened timelines, and delivered in weeks. No magic. Just disciplined follow-through.

Operational strength is not about talking well. It is about finishing what you start.

Are you building plans, or are you building outcomes?

HCA Healthcare

Primary point of contact for critical support to candidates, hiring managers, and internal HR and business stakeholders to provide a world-class onboarding experience for newly hired employees, caregivers, field staff and physicians. Oversees Pre-Hire & On-Boarding experience including pre-employment screening process for including but not limited to criminal background checks, drug screening, MVR, health screening, references, and credential validation. Follows established workflows to deliver an exceptional new hire experience; identifying or modifying processes to drive efficiency and effectiveness. Owns, executes, and demonstrates strong conflict resolution skills to ensure policies are followed without compromising candidate experience or engagement. Maintains accurate and up-to-date records of credentials and status in accordance with company policy and regulatory requirements, ensuring compliance with industry regulations and data security standards. Monitors and tracks onboarding metrics and performance indicators, identifying areas for improvement and implementing solutions as needed. Identifies process improvement opportunities based on feedback and insight from serviced hires and candidates, reporting suggestions and ideas to internal stakeholders. Responsible for ensuring timely execution and completion of a seamless workflow and an overall focus on improving “big picture” efficiency in processes to elevate patient, physician, and employee satisfaction.

Onboarding Administrator Tier II

Stuller, Inc.

Assessed creditworthiness for increased lines of trade credit, reviewing complex histories, consistently maintaining department’s appetite for risk. Monitored best practices and adherence to established credit terms. Analyzed credit risk to reduce loss and recovery. Critically reviewed and released orders based on credit information reflected in client account module. Initiated and received calls from clients regarding delinquency and negotiated payment plans to mitigate transfer to third-party collections firm. Adept at identifying risk factors and developing actionable recommendations for credit decisions on demand, on the spot, for critical expenditures necessary for the client’s business growth and development. Reviewed and reported credit holds pertaining to but not limited to: credit limit thresholds, overdue invoices, days between pay on account, credit card declines, etc.. Audited internal and external data points to establish credit limits and parameters for ongoing Stuller business relationships. Utilized Excel, Oracle, SalesForce, and Stuller.Com internal financial and customer database proprietary internal module.

Corporate Credit Analyst II

Springs Charter Schools

Direct report to Superintendent of Administrative Operations. Responsible for Compliance and audits tied to the single most impactful area for funding. Maintained accuracy of department's year-long maintenance effort for records, imperative for compliance with state reporting. Performed weekly/monthly audits of contrary data. Records accountability between credentialed staff, parents and administration. Annually, reviewed assigned pools of portfolios from third-party state-mandated auditors. Met with school Principals for updates on legal document parameters for compliance and uninterrupted enrollment. Maintained and vetted documents including Child Custody updates/changes, TROs, and Court Orders to allow or revoke parent accessibility. Intake and upload of qualified documents and notes history into the internal OASIS database including Student Agreements, Attendance, Transfers, Truancies, Involuntary and Voluntary Exits, and Immunizations. Parent/Staff Technical Support: On-demand, live trouble ticket processing, via "Help Chat" feature on school's main website and Student Registration and Enrollment portal.

Compliance Specialist II - Student Records Department

Trained and supervised temporary warehouse workers during high volume, seasonal demands including receiving, inventorying, re-stocking, and re-ordering materials issued to students during the previous term. Upheld safety and compliance in warehouse environment. Managed consolidation of warehouse and facility inventory workspace, devising strategies for accurate and timely fulfillment. Monitored intake and return of technology purchase orders. Forecasted, reported on trends for operations management.  Audited, updated, and billed family accounts utilizing inventory management programs. Troubleshot and solved minor technology issues with parents and staff. Performed minor repairs before re-classification for return or re-issue of Chromebooks.

Operations Specialist II - BookMart Fulfillment Warehouse

Under supervision of the Principal, worked with assigned primary teachers reinforcing individual or small group instruction, tutoring, and assessments using various customized pedagogy.  Responsible for preparation of curriculum, behavior reinforcement/modification, and life skills support.  Tracked and reported performance, behavior patterns, and events.  Partnered with the Special Education Department, implementing Barton and other instructional strategies, adhering to standards and protocol.  Conferred with teachers concerning programs and materials to meet student needs.  Participated in staff meetings, providing evidence-based feedback for use in parent meetings for the purpose of promoting and supporting growth and gains.

Paraeducator

AirNet Services, Inc DBA StaffComm

Created brand confidence through consistent procurement of high-quality staff and teams for clients' most demanding markets and projects nationwide.  Conducted and managed recruiting, screening, and selection process for Tier-1 Wireless Carrier customers (Sprint & T-Mobile).  Surveyed and consulted with customer Director and VP-level management, ensuring satisfaction in all areas of service and quality.  Oversaw contract administration, offer letters, onboarding, orientation, housing, travel, and relocation.  Oversight and reporting for candidates’ prompt time entry, expense reimbursement, payroll processing, and tax compliance.  Interfaced with clients’ accounting departments for Accounts Receivable escalations.

Independent Contractor Relationship Manager

Salmo's Custom Furniture

Managed all areas of revenue for family-owned chain manufacturing custom furniture. Tracked and analyzed sales for retail locations. Processed payroll for executive, production & sales employees, including commission based wages in accordance with company programs and special sales events. Collected sales forecasts and actuals, placed orders with vendors to maintain production facility inventory levels to meet customer demand for finished goods. Consulted with production management and monitored progress for customers on scheduled deliverables.

Business & Finance Manager

Fishking Processors, Inc.

Hired to evaluate and improve upon strategies already in place within HR Department for a staff of 500 full-time union employees.  Consulted with line managers to monitor new hire progress and solicited feedback to ensure a consistent culture for our ambitious, eager-to-learn teams of new hires.  Conducted bi-lingual general, health & safety, and food production sanitation orientations.  Instructed and advised new hires on benefits, pay rates, and job requirements for various areas of plant operations.  Managed and updated the database of applicants and potential candidates.    
Additional cross-functional responsibilities:  Often selected to coordinate and participate in internal R & D events for potential new product offerings to our national customers.

HR Generalist Assistant

Countrywide Mortgage, Inc.

Payroll Liaison to Payroll Director and 4 Payroll Group Managers, assisting with a variety of duties daily, weekly and monthly duties. Provided support during peak intervals with time cards and employee payroll issues by following up on phone calls and email inquiries. Supported payroll tasks as needed to insure timely processing vs. deadlines.

Payroll Liaison

At HCA Healthcare, my primary role is to enhance the onboarding experience for healthcare staff at all levels, through meticulous process optimization and effective conflict resolution. Our team's commitment to efficiency and excellence has significantly streamlined the pre-employment screening process, ensuring a seamless transition for employees into their new roles.

Previously, as a Credit Analyst at Stuller, Inc., I honed my skills in risk mitigation and creditworthiness assessment. My analytical acumen and problem-solving abilities were instrumental in managing credit lines and reducing financial loss. These experiences have ingrained in me a deep understanding of the intricate balance between risk and opportunity, which I apply daily to meet the high standards of the healthcare industry.

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Kathryn Grace Harris

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The Battle

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