The advisory layer between strategy and results.

Across 30+ enterprise M&A integrations and divestitures, I built the governance standards that became the enterprise standard, the operating model every future deal inherited rather than a one-off fix. I built a Program and Change Management Center of Excellence, with a tiering model and value standard designed alongside the leaders who had to live by them. I led the $1B Software & Services transformation that redesigned how the business needed to operate under a new commercial model, instead of running the old process through new infrastructure. When trade policy shifted overnight, I coordinated the response that protected approximately $8B in tariff-exposed revenue across five functions working off one shared picture.

Most recently, I built an M&A integration playbook in eight weeks and designed an AI plan for diligence and knowledge transfer, one that gets the knowledge right before recommending any tool, so the organization can run it without the team that built it.

Before any of that, I spent nine years scaling global education programs into 32 languages, reaching 10M+ educators. It was the same instinct at a different scale: build the structure that still works once the launch excitement fades and nobody’s watching as closely anymore.

Every one of these started as a strategy problem on paper and turned out to be won or lost with people. Clampitt Advisory exists because that pattern is solvable, and I’d rather help someone catch it early than watch it surface after the value is already gone.