Senior Operators.
Real Accountability.
Fractional leaders embedded to accelerate execution, clarify ownership, and deliver measurable results.
The Fractional Executive Team
We embed senior operators into defined mandates where authority, accountability, and measurable outcomes matter. Each executive operates within clear domains aligned to Propel’s six operating pillars
Devanjn (“Dev”) D’Souza
Dev D’Souza is a fractional operating executive with senior leadership experience across global advisory and digital transformation environments. He embeds directly into high-exposure mandates across financial services, healthcare, and technology, operating within COO and transformation leadership structures where ownership, cadence, and measurable outcomes are non-negotiable.
He has led complex operating and digital transformation efforts, aligning cross-functional teams, tightening execution discipline, and delivering results in environments where scrutiny is high and stakes are material. His work centers on clarifying authority, restoring momentum, and ensuring that transformation initiatives translate into durable performance improvement.
Prior to launching Propel Strategy, Dev held executive leadership roles at global strategy and advisory firms including EY-Parthenon, Wipro Digital and Deloitte
Mandate Authority
COO-level operating performance and cost structure improvement
Enterprise operating model redesign and execution governance
Digital transformation across cross-functional operating environments
Cross-regional transformation acceleration with clear decision rights.
Representative Outcomes
Stabilized $2B+ in bankruptcy-related reconciliation through global program leadership and control discipline.
Secured $45M+ in capital allocation for transformation and operating modernization.
Structured $66M in recurring cost efficiencies through performance and governance redesign.
Automated 1,000+ financial control artifacts, reducing manual risk and strengthening compliance infrastructure.
Domain Ownership
Enterprise transformation program execution
Operating model and governance redesign
Financial controls and performance management modernization
Digital product and compliance platform development
Customer systems and execution stabilization
When to Engage
The organization is operating on processes designed for a prior stage of scale.
Cross-functional alignment exists in presentations, but decisions continue to stall.
A regulatory, strategic, or technology mandate carries a hard deadline with no clear execution owner.
Meetings are frequent, but measurable progress is inconsistent.
Digital investments are live, yet margin, throughput, or control performance have not improved.
Jon Paul Watts
Jon Paul brings 25 years of experience leading operating, digital, and customer transformation across financial services, healthcare, industrial, and consumer businesses. His work centers on aligning customer experience, digital platforms, and operating models so that brand promise, execution discipline, and financial performance move together.
He has led large-scale operating redesigns, rebuilt customer-facing systems, and integrated AI and automation into core processes where they materially improved cost structure, speed, and decision quality. Whether in global enterprises or founder-led growth environments, his focus is consistent: tighten leadership cadence, clarify ownership, and deploy technology where it strengthens enterprise value.
He has held senior roles within global strategy and advisory firms and enterprise operating environments, including EY-Parthenon, Deloitte, and Booz Allen Hamilton. He also holds graduate degrees in strategy, finance, and health policy from Yale University.
Mandate Authority
Enterprise Digital and Customer Transformation under COO and CIO Mandate
Operating Model Redesign Aligned to Brand, Experience, and Financial Performance
AI and Automation Integration within Core Operating Processes
Revenue-Accountable Practice and Platform Leadership
Strategic Sourcing, Vendor Strategy, and Cost Structure Discipline
Representative Outcomes
Realigned global supply chain and operating model, driving $200M+ in targeted annual savings through AI-enabled modernization.
Reduced cost-to-serve and improved service performance by redesigning customer care and digital self-service platforms.
Scaled a digital transformation platform to $40M+ in revenue while integrating automation and operating discipline.
Delivered $30M+ in net savings and income impact through vendor restructuring and strategic sourcing redesign.
Launched a premium direct-to-consumer platform with aligned brand, digital, and operating systems, establishing disciplined margin and execution from inception.
Domain Ownership
Customer Experience and Revenue-Critical Brand Systems
Digital Platforms and Front-End Execution Strategy
Operating Model Design, Governance, and Accountability
AI and Automation Integration into Core Workflows
Margin, Cost Structure, and Vendor Economics
When to Engage
When execution has slowed and ownership is unclear.
When customer experience, digital platforms, and operating systems are misaligned.
When AI or automation initiatives need to move from experimentation to measurable economic impact.
When cost structure and margin discipline require senior-level intervention.
When preparing for integration, transition, or capital events that demand operating clarity.
When you need experienced leadership embedded quickly without committing to permanent headcount.
Larry Fowler
Larry Fowler is a fractional finance and operations executive with prior Partner-level leadership in enterprise digital strategy and decades of senior operating experience across finance, supply chain, and shared services transformation.
He embeds into high-impact operating model and performance improvement mandates, assuming defined authority in CFO and COO-level environments where structural efficiency, forecasting precision, and disciplined execution drive measurable results.
Mandate Authority
Finance and Operations Transformation Executive in CFO and COO environments
Enterprise Performance and Shared Services Leader
Operating Model Design-to-Execution Authority
Cross-Functional Finance, Supply Chain, and Procurement Integration Lead
Representative Outcomes
Designed and implemented enterprise-wide finance and supply chain operating models for global organizations
Built and operationalized Procurement Centers of Excellence generating multi-million-dollar follow-on value
Led enterprise performance management transformations integrating advanced analytics into forecasting and demand planning
Delivered large-scale shared services redesign recognized for operational excellence
Domain Ownership
Finance and supply chain operating model redesign
Enterprise performance management and forecasting discipline
Shared services strategy and implementation
Procurement modernization and Center of Excellence builds
Cost structure transparency and structural efficiency programs
When to Engage
Finance and operations are misaligned or structurally inefficient
Forecasting lacks integration across demand, supply, and financial planning
Shared services must be built, stabilized, or modernized
Procurement or supply chain functions require disciplined redesign
Cost pressure demands structural change, not incremental cuts
Brigid D’Souza
Brigid D’Souza is a CPA and operating advisor who works across businesses, schools, churches, and civic institutions to strengthen financial integrity, operational systems, and executive decision-making.
She brings prior Big 4 experience at Deloitte and EY, tenure-track academic leadership in taxation and accounting, and hands-on execution building finance, governance, and technology systems in complex environments.
Brigid embeds into high-exposure stability and transformation mandates where financial clarity, operational discipline, and technology alignment are required to protect mission and margin. She assumes defined authority in COO- and CFO-level environments where accountability and measurable outcomes matter.
Mandate Authority
CPA-led Financial and Operating Stabilization Executive
Embedded Advisor in CFO and COO-Level Environments
Governance and Cash Flow Discipline Authority
Finance, Technology, and Reporting Systems Integrator
Board-Facing Financial Transparency Lead
Representative Outcomes
Led education and advocacy efforts within civic nonprofit in NJ’s second largest city to secure $400M+ school levy investment
Built office automations for Catholic parish with $1M+ revenues, enabling staffing model to remain flat while revenues grew 20%
Designed curriculum and framework for first-in-nation work-for-credit program for accounting graduates
Domain Ownership
Financial control environments and close integrity
Cash flow stabilization and liquidity visibility
Operating model clarity across mission-driven and privately held organizations
Accounting system design and technology integration (QuickBooks, payroll, workflow systems)
Board reporting architecture and executive dashboards
Cost structure transparency and margin discipline
Policy-to-practice governance alignment
When to Engage
Financial reporting lacks clarity or control discipline
Cash flow is volatile or forward visibility is limited
Boards lack reliable, decision-ready financial information
Technology systems are in place but not aligned with accounting integrity
Operational complexity has outpaced financial controls
Growth or contraction requires structural financial redesign
Leadership needs embedded execution, not outsourced bookkeeping
Peter Perkins
Pete Perkins is a fractional Chief Revenue Officer and growth executive with over 30 years of experience driving revenue expansion across software, SaaS, services, and consumer product companies.
He embeds into stalled or plateauing organizations, assuming defined authority in CRO and CEO-level environments where disciplined go-to-market execution and measurable growth outcomes matter.
Mandate Authority
Fractional Chief Revenue Officer in CEO-led growth mandates
Enterprise Go-to-Market and Channel Expansion Leader
Revenue Engine Architect
Sales Discipline and KPI Accountability Driver
Representative Outcomes
Repositioned stalled SaaS and software companies through structured channel and product growth frameworks
Built repeatable revenue processes replacing founder-led sales dependency
Implemented KPI-driven sales execution improving pipeline clarity and conversion discipline
Designed and executed growth quadrant expansion strategies across new and existing products and customer segments
Domain Ownership
Go-to-market strategy and commercialization clarity
Channel strategy and distribution expansion
Growth quadrant analysis (product/customer/channel mapping)
Sales team restructuring, training, and pipeline discipline
Revenue KPI architecture and performance management
When to Engage
Revenue growth has plateaued despite strong product-market fit
Go-to-market execution is inconsistent or founder-dependent
Channel strategy lacks clarity or penetration discipline
Sales pipeline management lacks structure and accountability
The organization needs a repeatable revenue engine, not adhoc selling
Adam Gekiere
Adam Gekiere is an operations and transformation leader who helps organizations stabilize and modernize complex customer operations.
With deep experience across global order-to-cash, service operations, and post-sale customer experience,
Adam partners with executive teams to diagnose operational constraints, improve cross-functional execution, and implement practical solutions that improve cycle times, operational visibility, and revenue predictability.
Much of his career has been spent in the medical technology sector, where operational precision, regulatory compliance, and customer trust are critical.
Mandate Authority
Identifying root causes of operational friction across customer operations and order-to-cash processes
Stabilizing complex operational environments where execution is inconsistent or unpredictable
Leading cross-functional transformation initiatives spanning order management, fulfillment, installation, and service operationsImproving operational visibility and performance management across the customer lifecycle
Implementing scalable process improvements, automation, and AI-enabled capabilities
Aligning cross-functional teams around measurable operational performance outcomes
Representative Outcomes
Stabilized complex order-to-cash environments to improve order accuracy, reduce rework, and strengthen revenue predictability
Improved installation and fulfillment cycle times through cross-functional process redesign and operational visibility improvements
Led global transformation initiatives across customer service, order management, and service delivery operations
Implemented automation and AI-enabled capabilities to reduce manual effort and improve operational efficiency
Improved backlog health, case resolution speed, and transparency across customer communications
Designed operating models that enable scalable global customer operations
Domain Ownership
Global order-to-cash operations
Customer service and post-sale customer experience
Order management and fulfillment execution
Installation and service operations
Revenue enablement and backlog performance
Operating model design and shared services
Operational performance metrics and process stabilization
Automation and AI-enabled operational improvement
When to Engage
Customer operations are fragmented across functions and execution is inconsistent
Order-to-cash processes are slowing revenue realization or creating customer friction
Installation, fulfillment, or service delivery timelines are unpredictable
Operational metrics lack clarity, ownership, or accountability
Transformation initiatives require experienced leadership to move from strategy to execution
Need to deploy automation or AI capabilities that deliver measurable operational improvement
