Why I started The Service Standard Co.

I learned very early in my career that planning, prioritization, and time management are essential skills in both retail and hospitality. Success requires preparation, adaptability, and the ability to respond to the unexpected. Throughout my career, I utilized every tool available to me and often created my own systems to stay organized and effective.

Over the past 30 years, I have learned a great deal about business, leadership, and people. One lesson has remained constant: business is business, but people are people.

Many individuals enter retail and hospitality as a temporary job rather than a long-term career. That was my mindset initially. However, I quickly discovered that I genuinely enjoyed working with people, solving problems, developing teams, and creating positive customer experiences. More than three decades later, that passion remains.

What I found most surprising was that while organizations often train employees on processes, policies, and operational tasks, there is far less focus on how to truly connect with and serve people. Yet that human connection is often the most important skill in the industry.

I've seen team members become overwhelmed by customer demands, frustrated by daily challenges, and disconnected from the purpose behind their work. I've also seen exceptional leaders who inspire teams, create meaningful customer experiences, and build thriving businesses. Throughout my career, I've witnessed the good, the bad, and everything in between.

One thing has always remained true for me: I wanted to be an advocate for the customer. Every customer who walks through the door has chosen to spend their time and hard-earned money with that business. That choice deserves respect, appreciation, and exceptional service.

I created The Service Standard because I believe there is a better way. I want to help leaders build environments where employees enjoy their work, customers feel valued, and businesses perform at a higher level. Great service is not just about transactions—it is about people. When leaders learn how to care for both their teams and their customers, they create stronger cultures, better experiences, and more sustainable success.

Service done with intention. That's The Service Standard.

"After more than 30 years in retail and hospitality leadership, I didn't create The Service Standard to teach people how to provide better service.

I’m a Business performance consultant who improves operations, develops leaders, strengthens team performance, and elevates the customer experience.

My Approach

I believe strong customer experience is the result of three things working together.

  • Clear leadership

  • Thoughtful operations

  • Care for the people doing the work

Rather than offering scripts or surface level fixes, I focus on understanding what's actually happening day to day, during real service, real shifts, and real pressure.

From there , I help leaders create clarity, reduce friction, and build practices that teams can realistically sustain.

I work alongside leaders not above them , offering perspective, guidance, and steady support as changes take shape.

This is not about perfection. It’s about progress that last.