Career Accomplishments

Bryan is a transformational Operations Executive with a proven history of leveraging data, technology, and strategic process design to achieve exponential improvements in efficiency, customer satisfaction, and profitability during periods of rapid organizational growth. Their leadership philosophy centers on establishing rigorous Standard Operating Procedures (SOPs), driving accountability through measurable KPIs, and implementing innovative technological solutions to secure a clear competitive edge. They are a results-oriented leader who can engineer and manage the full operational lifecycle—from identifying technological needs and designing proprietary solutions, to overhauling training, standardizing field operations, and embedding accountability to deliver industry-leading performance and profitability.

Pioneered New Call Center Technology

In the past, dynamic Caller ID was not widely available. Bryan and their team identified this as a critical opportunity and committed themselves to developing the technology. Their initial efforts involved rigorous consultations with numerous emerging VoIP providers; however, most lacked the necessary infrastructure to assist them.

They eventually secured a partnership with a company, allowing them to purchase and own the Direct Inward Dialing (DID) numbers for all required out-pulsing areas. This ownership was key to ensuring full regulatory compliance regarding the Caller ID numbers they used.

The subsequent challenge was engineering the software integration: establishing communication between their custom server and proprietary call center software to facilitate dynamic, background Caller ID assignment. The goal was to eliminate agent involvement, requiring them only to click the customer's number to place a call. They successfully coded and deployed this complete solution, which operated flawlessly for years. This achievement conferred a substantial competitive advantage, positioning the organization as the market leader in their sector.

Training System Overhaul

Bryan inherited a training program characterized by significant organizational disorder and a complete lack of standardized protocol. This decentralized approach, in which trainers employed independent methods, created an environment with highly inconsistent post-training performance, contributing directly to elevated rates of both voluntary and involuntary employee separation.

To resolve these issues, he designed and implemented a new procedural framework, captured in a comprehensive manual that became the operational SOP for the training department. The formalized plan included:

• Curriculum Standardization: Establishing a multi-day classroom phase with a rigorously planned, hour-by-hour schedule.

• Instructor Development: Mandating a certification process for all trainers, including intensive instruction on constructive feedback delivery and strategies for coaching underperforming trainees to meet demanding standards.

• Structured Field Experience: Instituting a multi-day, supervised field training phase, culminating in an official certification sign-off required for solo work.

This initiative successfully introduced consistency and accountability, ensuring that all new hires received uniform, high-quality instruction.

Significant KPI Improvement

Bryan led a significant turnaround initiative that increased Customer Satisfaction (CSAT) scores from the 30–40% range to over 90% within one year, while navigating rapid organizational growth.

Their strategy began with a comprehensive data-driven analysis, gathering insights from employees, management, and customers to identify the core factors driving low satisfaction. They then spearheaded a major process overhaul:

• Standardization: They reviewed existing procedures, eliminated outdated or unused processes, and established a definitive set of Standard Operating Procedures (SOPs) to replace inconsistent, ad hoc execution. 

• Accountability and Coaching: Managers were actively engaged in training and coaching their teams on the new standards.

• Integration: The final optimized processes were embedded into the training program, reinforced through Key Performance Indicators (KPIs), and supported by a system of full accountability.

Following initial testing and refinement, this systematic approach yielded sustained, year-long improvement, ultimately elevating CSAT above the 90% benchmark.

Route Efficiency Overhaul

Bryan spearheaded an operational initiative that resulted in a threefold (3X) increase in technician efficiency and a corresponding rise in revenue per route.

Upon taking leadership, daily revenue per route averaged $700. They conducted a comprehensive review of all processes impacting route management and service delivery. Key strategic adjustments included:

• Optimal Team Sizing: Analysis revealed that productivity declined when two technicians were assigned to a single vehicle. They standardized the model to utilize single-technician routes, maximizing individual output. 

• Compensation Structure Redesign: They shifted the technician compensation model from an hourly wage to a service-based commission structure. This change not only incentivized faster service completion but also maintained high quality standards, as compensation was contingent upon successful first-pass resolution.

These changes collectively increased daily revenue per route to approximately $2,100, directly contributing to organizational profitability.

Increased Customer Satisfaction During Explosive Growth

Bryan played a critical role in scaling the organization's operations during a period of tenfold (10X) revenue growth—from $1 million to nearly $10 million—over two years, while simultaneously driving a significant increase in service quality.

When they joined, the company maintained a respectable Customer Satisfaction (CSAT) rate of 85%, measured by callbacks related to the performance guarantee. Through proactive and responsive process management, they elevated the CSAT score to an exceptional 97%—an improvement of 12 percentage points from an already strong baseline.

This result was achieved through a sustained commitment to operational excellence:

• Real-Time Process Optimization: They established a methodology to address and resolve systemic failures immediately as they emerged during the growth phase.

• Rapid Solution Deployment: New solutions were developed, quickly disseminated through rigorous training, and formalized into new Standard Operating Procedures (SOPs).

• Accountability Framework: They implemented a stringent framework requiring managers to coach and evaluate performance against these refined processes, using very specific Key Performance Indicators (KPIs).

This continuous improvement loop ensured that every point of failure resulted in a fixed, and often enhanced, process, enabling rapid, high-quality scaling.

Education

Career Experience

Executives NOW: October 2025-Present

I’ve spent my career in the operational trenches, moving from the classroom to the boardroom, and eventually to the helm of multi-million dollar organizations. My journey hasn't been about maintaining the status quo; it’s been about entering high-friction environments and building the infrastructure that allows them to scale.

As a Fractional COO, I don't just offer advice—I provide the architectural blueprint for your next phase of growth. Here is the perspective and the "battle-tested" toolkit I bring to the table.

I Systematize "Tribal Knowledge"

Every founder hits a ceiling where their business is growing faster than their ability to manage it. I’ve seen this first-hand, specifically taking a company from $1M to $10M in revenue in just 28 months. My specialty is extracting the "magic" that lives in a founder’s head and codifying it into repeatable, scalable SOPs. I turn personality-driven businesses into system-driven machines so the founder can finally step back from the day-to-day and focus on the vision.

I Solve the Math of Scale

Efficiency isn't a feeling; it’s a measurable outcome. I look at the unit economics of a business to find the hidden leverage points. Whether it was increasing technician route efficiency from $700 to $2,100 per day or restructuring incentive models to increase both productivity and employee wages, I ensure that as you scale, your margins actually improve. I don't just want you to be bigger; I want you to be more profitable.

I Am a Cultural Turnaround Specialist

Operations and culture are two sides of the same coin. I’ve stepped into toxic environments where trust was shattered, and customer satisfaction (CSAT) sat at a horrific 30%. By implementing a "people-first" philosophy and moving the team from an effort-based culture to an outcome-based one, I’ve seen those same teams reach 90%+ CSAT scores without increasing a single dollar in overhead. I know how to align a team’s heart with the company’s goals.

I Bring "Extreme Ownership" to Your Team

From managing a family-run e-commerce store during a global supply chain collapse to uncovering $5M in misappropriated funds at a resort, I have lived through the highest highs and the most sobering lows of business leadership. This has given me a level of operational intuition that you can’t get from a textbook. I know where the "red tape" hides, how to break down silos, and how to build bridges between departments that aren't speaking to each other.

My "Sweet Spot"

While I’ve navigated the complexities of $35M corporations, my true passion lies with the small business—the $2M to $10M. In this space, I can have the most immediate and profound impact. I am the bridge between where you are today and the high-performance growth engine you know your company can become. I’m here to build the infrastructure that outlasts you. Let's build it together!

Glide Cleaners: July 2023-September

This final chapter with Glide Cleaners represents the culmination of my career—a period of "hyper-growth" where I took a $1M company and successfully architected its path to $10M in just 28 months. This story is the perfect "proof of concept" for my current practice, demonstrating how systems, incentive alignment, and scalability turn a founder-led business into a market leader.

From Founder-Led to Future-Proof: The 10X Growth Engine

I stepped into a company on the precipice of an explosion. While the sales process was firing on all cylinders, the operational foundation was essentially non-existent. The business was operating on "founder intuition"—vital tribal knowledge that lived exclusively in the owner's head. I recognized immediately that to scale from $1M to $10M, we had to move from personality-driven operations to system-driven excellence. My mandate was to build the infrastructure that would allow the company to survive its own success.

The Clarity of the Dashboard

The first priority was visibility. I designed and implemented a comprehensive KPI dashboard that evolved through several iterations until it became the company’s "single source of truth." For the first time, every team member—from the executive suite to the front lines—had absolute clarity on their performance. This visibility created an immediate culture of accountability; when you can measure it, you can master it.

The Incentive Masterstroke: Aligning Pay with Productivity

Our most significant operational breakthrough came from a total overhaul of the technician's unit economics. Historically, technicians were paid an hourly wage, which inadvertently incentivized slow movement and poor quality (since re-servicing a home resulted in more hours).

I implemented a service-based commission model, a strategic pivot that changed the fundamental motivation of our workforce:

• Productivity: Route efficiency skyrocketed. We moved from two technicians servicing $700 in daily revenue to a single technician servicing upwards of $1,300 (about $2100 for a duo route).

• Wages: Technicians saw a significant pay increase (roughly $10/hour more), leading to higher retention and morale.

• Quality: Because technicians were not compensated for re-servicing homes due to poor quality, customer complaints dropped precipitously.

This change allowed the sales team to pour $10X more revenue into the system without requiring a proportional increase in headcount or fleet size. We weren't just growing; we were scaling profitably.

The Multi-State Playbook

As we expanded into four new remote locations, the challenge shifted to maintaining culture and quality across state lines. I authored the "Branch Operations Playbook"—a granular, step-by-step manual that allowed us to "copy and paste" our corporate success into new markets. To manage this expanding footprint, I hired and mentored a Director of Operations, effectively decentralizing leadership while maintaining centralized standards.

Every measurable metric—from customer acquisition cost to technician churn—improved during this 28-month sprint. We didn't just survive the 10X growth; we optimized the company through every stage of it.

The Birth of "Executives Now"

This experience at Glide Cleaners served as the final confirmation of my professional calling. Having successfully navigated the "founder-to-CEO" transition and the "$1M to $10M" hurdle multiple times, I realized that my greatest value lies in being the Operational Architect for small businesses. This clarity led to the launch of my fractional COO practice, where I now help other founders translate their vision into the systems, playbooks, and accountability mechanisms required to achieve their own explosive growth.

Water's Edge Resort: January 2022-April 2023

This next chapter took me into the complex, high-stakes world of hospitality as the Chief Operating Officer of a premier resort. This wasn't merely a hotel; it was a multi-faceted micro-economy encompassing luxury lodging, fine dining, and diverse retail spaces. Entering a new industry allowed me to apply my "outsider’s perspective" to identify inefficiencies that those within the "hospitality bubble" had come to accept as inevitable.

Bridging the Leadership Gap

Upon my arrival, I inherited a team of divisional directors who were undeniable experts in their respective crafts—culinary, retail, and hospitality—but lacked the refined leadership frameworks necessary to scale. I encountered a common organizational hurdle: the "popularity trap." One director, in particular, struggled with the friction between being a peer and being a leader, which directly stifled accountability and reflected poorly in the department's KPIs.

I recognized that leadership isn't about being liked; it’s about providing the clarity and systems that allow a team to succeed. We shifted the culture from personality-driven management to system-driven excellence, ensuring that every director had the soft skills and the structural support to lead their teams toward their full potential.

From Tribal Knowledge to the Operational Playbook

The resort’s primary challenge was a total lack of documented, repeatable processes. The "how-to" of the business lived exclusively in the minds of the staff—a dangerous vulnerability for any organization aiming to scale. I led a comprehensive effort to dissect and document every single operational thread.

• Culinary Standardization: In the kitchen, we faced the "chef’s ego" challenge—the desire for individual flair versus the need for brand consistency. We successfully implemented standardized recipes and prep procedures, ensuring that the brand’s "flavor" would remain identical whether we were operating one restaurant or ten.

• Granular Excellence: In housekeeping, we went as deep as the "tucking procedures" of a bed. We documented and trained staff until every room was a mirror image of the founder’s vision.

By pulling this "tribal knowledge" out of the directors' heads and onto the page, we created a scalable brand identity that could finally grow beyond its original footprint.

Navigating Seasonal Volatility

A unique operational hurdle was the resort's dramatic seasonal shifts. The winter downtime created a forecasting nightmare; ordering was often a guessing game that resulted in either crippling shortages or wasteful overages.

I implemented a dual-track operational strategy: a "High-Season Sprint" and an "Off-Season Pivot." We mapped out rigorous six-month and three-year plans for each division, narrowly focused on the variables within their control. By modernizing our infrastructure and establishing a condo-sales model within the hotel, we secured a secondary revenue stream that provided long-term stability. Under this new regime, we met every quarterly target with precision, proving that even a seasonal business can achieve year-round predictability.

The Integrity Crisis

The final chapter of this role provided a sobering lesson in corporate governance. Despite our operational successes, it was eventually uncovered that the founder had misappropriated $5,000,000 behind the scenes. This breach of trust led to a sudden transition in ownership and, tragically, massive layoffs for a team that had worked so hard to build a world-class culture.

Navigating the fallout of a "founder-led failure" was a profound learning experience. It reinforced my belief that operational excellence must be paired with financial transparency. While the ending was somber, the experience solidified my ability to build a "well-oiled machine" in any industry and taught me the vital importance of protecting an organization’s integrity at the highest levels.

Noble Rose Industries: September 2020-December 2022

Noble Rose Industries: The Entrepreneurial Crucible

Seeking to apply my operational architecture in an environment free of corporate "red tape," I launched Noble Rose Industries, a direct-to-consumer e-commerce venture. I entered the market during a period of perceived opportunity, but quickly found myself navigating the unprecedented global volatility of the COVID-19 era. This venture forced me to master every facet of a business ecosystem—from product sourcing and distributor relationship management to navigating complex Minimum Advertised Price (MAP) compliance and Buy Box optimization.

Scaling in a Crisis

The early phase of the business was a testament to the power of structured processes. I initially built the operation as a family-run endeavor, personally managing everything from logistics to fulfillment. The results were immediate and aggressive: I successfully scaled the business from zero to nearly $45,000 in monthly revenue within the first several months. To sustain this trajectory, I moved from manual execution to a systemized model, integrating virtual assistants to handle routine operations, which allowed me to focus on strategic growth and market positioning.

The Logistics War

However, the same lockdowns that fueled e-commerce growth eventually triggered a "calamitous" collapse in global supply chains. I found myself in a strategic battle against overseas manufacturers and systemic shipping delays that made competing for the Amazon Buy Box increasingly difficult. While many attribute business closure to internal mismanagement, I lived through the reality of external market volatility. Competing directly with international vendors who controlled their own manufacturing taught me the vital importance of vertical integration and the fragility of third-party dependencies.

Extreme Ownership and the "Failure" Lesson

Entrepreneurship taught me a lesson that no corporate role could: the buck stops, and stays, with me. Without the safety net of a larger organization, I learned the true meaning of extreme ownership. I discovered that a business "failure" is often just a high-cost education in market dynamics.

While the "trickle-down" effects of the global supply chain crisis eventually made the venture unsustainable, I emerged from the experience with a far more sophisticated understanding of risk management and lean operations. This period didn't just teach me how to run a store; it taught me how to survive a market collapse. I walked away not with a defeat, but with a refined "operator's intuition" that I immediately carried back into my next role as a COO.

NOW CFO: October 2019 - September 2020

Navigating the Silos: A Study in Diplomacy and Outcome-Based Growth

Moving from an environment where I personally architected every process to an established, $35 million enterprise was a profound shift in operational scale. I quickly encountered the reality of "corporate red tape"—a landscape defined by internal silos and a lack of transparency between department heads. My mandate as Director of Operations, reporting to the COO, was as much about interpersonal diplomacy as it was about financial oversight. I became a bridge-builder, tasked with fostering cooperation in a "franchise-style" structure where market presidents often operated as independent entities rather than a unified team.

The Pandemic Pivot: Driving Revenue in a Vacuum

In an echo of my earlier experience leading IT, I was asked to take over the inside sales and cold-calling center—a domain entirely new to me. I applied the same "roll-up-the-sleeves" methodology, immersing myself in sales psychology and lead-gen mechanics. This challenge was compounded by the onset of the COVID-19 lockdowns. While external sales departments across the industry were seeing sharp declines, I led the inside sales team to a $1 million increase in revenue. This success was rooted in a commitment to technical efficiency and a refusal to let external volatility dictate our internal results.

Aligning Incentives: The Subscription Innovation

One of my most significant operational contributions was a total overhaul of our internal financial model. Historically, the corporate inside sales team charged individual markets on a "per-lead" basis, which created a culture of friction, constant chargebacks, and "nitpicking" over lead quality. I recognized that the billing model itself was the source of the cultural toxicity.

I transitioned the markets to a subscription-based model, providing them with an unlimited flow of leads for a flat fee. This simple but strategic pivot transformed the relationship between corporate and the market presidents overnight. By removing the financial "gotcha" of individual lead costs, we eliminated the disputes and refocused everyone on the common goal: closing deals.

From Effort to Outcomes

Perhaps the most lasting impact I made was a fundamental cultural shift in accountability. I moved the organization away from an "effort-based" culture—where "trying hard" was a valid defense for poor results—to an "outcome-based" culture. We overhauled the CRM and lead generation systems to ensure that data, not anecdotes, drove our decisions. By the end of my tenure, the organization operated with a level of clarity and efficiency that allowed sales and operations to move in perfect lockstep.

The Strategic Realization

This experience provided an invaluable lesson in the mechanics of larger organizations, but it also crystallized my professional "sweet spot." I discovered that while I can navigate the politics of a mid-market firm, my true passion lies in the agility and high-impact environment of companies sub-$10 million. In that space, there is no room for silos or red tape—only growth, innovation, and the direct partnership between a visionary founder and a strategic operator.

Client Focus: July 2008-October 2019

COO - October 2014 - October 2019

The COO Transition: Cultural Restoration and the 4X Growth Engine

As the organization scaled, my role transitioned into that of Chief Operating Officer. While my title evolved, my mandate remained clear: stabilize the operational core to support our accelerating growth. This period was defined by a complex B2B2C dynamic where our primary clients—insurance agents—relied on our contact center to represent them to their policyholders. It was a high-stakes environment where any friction in the process led to immediate churn.

Pioneering Customer Success

In 2014, recognizing that we were losing clients nearly as fast as we were onboarding them, I spearheaded the creation of a dedicated "Customer Success" department long before the term became an industry standard. I realized that the "customer service" of the past was too reactive. We needed a proactive bridge between our clients and the contact center operations. By developing a rigorous framework of retention measurables and real-time feedback loops, we began to identify and resolve systemic issues before they resulted in a lost contract. I took a raw but highly capable team and coached them into a sophisticated unit that became the frontline of our retention strategy.

The Cultural Turnaround: From Toxicity to Trust

The greatest challenge of my career arrived when it became clear that the external hire brought in to manage the call center had implemented a toxic, autocratic management style that was antithetical to our values. Once this misalignment was uncovered and the individual removed, I stepped back into the primary leadership role for the department.

The damage was extensive. Customer satisfaction (CSAT) had plummeted to a staggering 30%, and the internal culture was defined by mistrust and fear. With no budget for salary increases or additional perks, I had to lead a cultural overhaul based purely on trust, transparency, and professional investment.

Over the next 15 months, we focused on a "people-first" philosophy. We made a conscious effort to support our team members' professional and personal growth in every interaction. We moved away from a culture of surveillance to one of mutual accountability and care. The transformation was profound:

• Culture: We moved to an organic referral model where employees actively recruited their own peers.

• Quality: CSAT scores surged from 30% to over 90%. 

• Growth: This operational stability allowed the company to grow 4X in revenue over my final years.

The Virtuous Cycle of Profitability

By holding oversight of every non-sales department, I was able to weave together the threads of Customer Success and Contact Center operations. This synergy didn't just improve morale; it allowed us to increase our fee structure because our quality had become undeniable. The resulting profitability created a virtuous cycle, finally allowing us to reinvest in our people through better wages and enhanced benefits.

This era taught me that operational excellence isn't just about software or SOPs—it’s about the "buy-in" that only occurs when a team feels truly valued. By aligning the heart of the company with the mechanics of the business, we transformed a struggling operation into a high-performance growth engine.

Director of Operations - January 2010 - October 2014

From Tactics to Strategy: A Directorial Evolution

My promotion to Director marked a pivotal shift in my career, moving me from the "doing" to the "designing." To ensure the continued success of the customer service department I had previously built, I promoted a manager from within to handle daily operations. This transition allowed me to elevate my focus toward high-level systems maintenance and KPI tracking, ensuring the departmental engine I built continued to run at peak efficiency while I turned my attention to broader organizational challenges.

One of the most significant challenges of this tenure was my unexpected appointment to lead the IT department. While I possessed a strong technical foundation, managing enterprise-level network systems and servers required a level of expertise that I had to cultivate through intensive, self-directed study. In what I consider a professional "baptism by fire," I leveraged a lean budget by utilizing refurbished equipment—a constraint that fostered a culture of extreme resourcefulness and innovation. Our greatest technical achievement during this era was the development of a custom, dynamic caller ID PBX system. In 2010, this technology was virtually unheard of and often dismissed by vendors as impossible; however, through rigorous research and persistence, we successfully engineered a solution that gave our outreach a competitive edge.

The core of my directorial impact, however, was felt in the company’s most vital organ: the contact center. Originally managed by the founders, the department was ripe for a transition from "tribal knowledge" to a scalable, professionalized structure. I recognized that the existing 10-page training brief was insufficient for a growing organization. I spearheaded a comprehensive overhaul, authoring a 100-page operational manual and designing a rigorous, multi-phase curriculum.

This new onboarding ecosystem transformed the department. We implemented a formal classroom environment that transitioned into live-floor training under the guidance of certified mentors. The introduction of a formal graduation ceremony served as more than a ritual; it built a culture of pride and excellence. The results were quantifiable and immediate: we saw a dramatic improvement in agent quality, a significant reduction in employee turnover, and a substantial decrease in the long-term costs associated with hiring and training.

Ultimately, this role positioned me as the primary operational architect of the company. Reporting directly to the CEO, I held oversight of every non-sales department, serving as the bridge between the visionary leadership and the execution-focused teams. It was a period defined by rapid learning, technical innovation, and the successful maturation of a burgeoning business into a structured, efficient enterprise.

Operations Manager - July 2009 - January 2010

As Operations Manager, I led a specialized team responsible for billing, scheduling, and multi-departmental coordination. At the time, the department relied heavily on legacy manual processes that created significant operational drag. I was tasked with not only modernizing these workflows through automation but also managing the cultural shift that comes with organizational change. By strategically prioritizing process improvements and navigating complex team dynamics with a focus on professional alignment, I successfully updated our SOPs. This transformation allowed us to consolidate resources and transition the team from reactive task management to proactive project-based contributions.

Here is a summary:

• Spearheaded the digital transformation of a cross-functional operations team, transitioning manual billing and administrative workflows into automated systems to increase scalability.

• Acted as a strategic liaison between the Customer Service department and the Contact Center, resolving complex troubleshooting escalations and improving interdepartmental communication flow.

• Orchestrated a process improvement roadmap by identifying and prioritizing operational bottlenecks, leading to the successful consolidation of team functions and a reduction in redundant tasks.

• Navigated complex change management within a highly tenured team, fostering a culture of professional respect and alignment while implementing modernized Standard Operating Procedures (SOPs). 

• Optimized resource allocation by automating routine administrative duties, allowing the team to pivot focus toward high-impact project work.

Operations Project Manager - July 2008 - July 2009

As a member of the operations team, I helped with IT duties, billing, scheduling, and multi-departmental coordination. This was a time when "stuff had to be done manually." There was little to no structure, and most days it was something new that had to be done with no real structure on how to do it. 

Here is a summary:

• Led several projects to improve the performance, especially around daily repetitive tasks. 

• Day-to-day tasks primarily customer service-related, but occasionally bled into other departments, like fulfillment and sales.

Personal Insights About Bryan

What's life about for Bryan?

My professional drive is powered by a belief in putting God, family, and friendship first. I'm a firm believer that we work to live, not live to work, which fuels a passion for maximizing success—both for myself and for those I collaborate with. I strive to be a positive force in every engagement, helping people level up in their pursuits while building strong, genuine connections along the way. Life's too short not to enjoy the journey! I'll also add that Jesus is Lord and King and that our life is about finding and connecting with Him!

What does Bryan Love?

I'm a firm believer in the power of a great view and a well-executed repair! I love to fix things—that goes for professional solutions, personal challenges, and, of course, the never-ending stream of DIY projects at home. My greatest joy is adventuring with my darling wife of 22 years and our five kiddos, especially if it involves a mountain hike or a scenic stream walk. If I'm not out exploring, I might be watching a bit of USC football or Lakers basketball (don't hold that against me, I grew up in LA).

If he had 6 months to live starting now, what would Bryan do with the rest of his life?

Shaped by an early personal loss, my most serious dedication is focused on the intentional shaping of my family’s life. I am committed to filling every possible moment with joyful experiences, meaningful counsel, and deep love for my wife and children. We prioritize travel and time together, but the ultimate purpose is instilling a firm spiritual foundation. My greatest hope is that my actions and words consistently point them toward our Lord and Savior Jesus Christ, ensuring His truth is the most enduring lesson they carry.

Where would Bryan most want to travel (new places)?

My travel bug is active and running! While magnificent destinations like Europe, Japan, and Australia are definitely on my long-term bucket list, I'm currently focused on a more achievable mission: conquering the rest of the United States! I'm halfway there and determined to see every corner, soak up all the incredible beauty, and, of course, make unforgettable memories with my fantastic family in tow. Stay tuned for those epic road trip pictures!

What does Bryan's perfect day look like?

Here is my blueprint for the ultimate day with my wife! We’d kick things off with an amazing breakfast, followed by a peaceful stroll and a quick snooze right by a babbling brook. Then, it’s time for the main event: hitting the fancy shops so I can spoil her rotten! We’d wrap up the perfect day with an incredible dinner, dessert (obviously!), and a cozy movie night next to a crackling fireplace.

Bryan's favorite childhood memory

Okay, picture this: It’s my senior year of high school. Now, you have to understand, my mom was the enforcer when it came to attendance. I saw my brother get absolutely grounded for ditching once, so I was terrified to step out of line. Unless I was bleeding or had a cavity, I was in class! But then, Star Wars: Episode I came out. My mom shows up at school and checks me out for a 'dentist appointment.' I’m sitting in the car, dreading a cleaning, when we pull up... right in front of the movie theater (which, conveniently, was near the dentist). I was so confused until she looked at me and dropped the best line ever: 'Surprise! We’re seeing Star Wars!' It was the ultimate plot twist and easily one of my favorite memories.