Operations Executive | Multi-Site P&L | Washington, DC Area

An investment banker's rigor. An operator's results. A builder's approach to AI.

I lead multi-site operations and turn underperformers into profitable, data-led organizations: 33% revenue growth across 11 sites at Accenture Federal Services, $3.2M a year in labor savings at Disney, and AI tools returning 16,000 hours a year.

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Current scope | Director of Operations, Accenture Federal Services

$20M+

P&L owned, within a $200M+ federal program

220+

Employees across operations

11 sites

Grown from 8 in 24 months

Full

Authority over budget, forecast, vendors, capital, and safety

I oversee day-to-day internal operations and bridge the gap between high-level company strategy and frontline execution.

Process Optimization & Efficiency Cross-Functional Leadership KPI & Performance Tracking Risk Management & Compliance

Organizations I have led in or delivered for

The Walt Disney CompanyAccenture Federal ServicesCredit SuisseAppleAxonShake ShackDomino'sPeet's CoffeeNational Veterinary AssociatesBattelleASRC Federal

Selected Results

Two turnarounds, measured.

Accenture Federal Services | 2022 to Present

Turning around an 11-site federal operation

Director of Operations | $20M+ P&L

Challenge

Turnover was 68%, site managers had no clear view of their own numbers, and the program needed to grow on an operation that could not support it.

Approach

Traced turnover to leadership quality, not pay. Built a site manager development program, gave every manager a dashboard tracking 25+ KPIs, and ran Lean process improvement and safety reporting across all sites.

Result

Revenue from $15M to $20M across 11 sites. Operating margin up 4.5% year over year. Violations down 89% with a 100% inspection pass rate.

Turnover, before and after

All employees

68%

17%

Site managers

45%

BeforeAfter 18 months

Growth over 24 months

$15M

$20M

Managed revenue

Sites

The Walt Disney Company | 2019 to 2022

Data-led staffing at Walt Disney World

Director, Guest Experience | Walt Disney World Resort, 50,000+ daily guests

Challenge

Staffing and guest-flow decisions, including at Star Wars: Galaxy's Edge, ran on experience and instinct, not forecasts.

Approach

Led a 10-person team of analysts, engineers, and BI specialists to build a predictive staffing platform with 96% forecast accuracy, then coached 200+ managers to use it daily.

Result

$3.2M in annual labor savings through better deployment, not headcount cuts. Peak wait times down 18%. Guest satisfaction up from 87% to 93%.

Accenture Operations Consulting | 2015 to 2019

Client results across technology, restaurants, and government.

Senior Manager leading $2M to $8M engagements and teams of 8 to 15. Promoted 12 months ahead of track.

Axon

Led the product operations workstream supporting Axon Air's 5x growth, from $20M to $100M, while cutting product returns (RMAs) 40%.

Shake Shack

Built a predictive scheduling model for 400 locations in 22 states. Surveyed team satisfaction up 11%, unit labor costs down 2.1%.

Peet's Coffee

Supply chain redesign for JAB Holding cut logistics costs 23% ($4.1M a year) and lifted on-time delivery from 76% to 94%.

ASRC Federal

Overhauled the procure-to-pay program, realizing 3% to 7% annual hard-cost savings on addressable spend.

AI in Operations

I put AI to work in daily operations.

Working tools, built for my program and now running across Accenture Federal Services, measured against the same KPIs as everything else.

16,000

hours saved a year

AI hiring agent

$79M

inventory managed

AI inventory agent

$2.6M

productivity value

AI-written SQL reporting, 10,000 hours saved

How I Lead

The leader my teams can count on.

Results come from systems. Systems only hold when people trust the person running them, so I work the problem alongside my teams, not above them.

Douglas Solomon walking a warehouse floor with his team

Leads from the floor

Worked alongside site teams before changing anything, and found that 68% turnover was a leadership problem, not a pay problem. Turnover fell to 17%.

Develops people

Built a pipeline that promoted 15 people into management in 18 months. Management turnover fell from 45% to 8%.

Makes the numbers visible

Every site manager owns a dashboard of 25+ KPIs, reviewed openly, good and bad. Same-site performance grew 4%.

Steady under pressure

Grew from 8 to 11 sites in 24 months while holding a 100% inspection pass rate and owning safety reporting at every site.

In Their Words

"Douglas is one of the strongest leaders we have worked with. He adds value at every level and to every person he touches."

SVP, Walt Disney World Resort

"When the environment is frenetic and the answers are vague, Douglas is who we can count on to move the needle and get the job done."

Managing Director
Credit Suisse

"When looking for a leader for our most challenging issues, we didn't want someone like Douglas. We only wanted Douglas."

Business Director
National Veterinary Associates

"I would gladly take any opportunity to work with or work for Douglas again."

Regional Vice President
Apple Retail

12 months early

Promoted to Senior Manager at Accenture ahead of the standard track

96%

Client satisfaction rating across concurrent consulting engagements

$3.8M

Follow-on work clients chose to award after engagements I led

Perspectives

How I think about operations.

Leadership

Turnover is a leadership metric, not an HR metric.

When I inherited 68% turnover, the easy answer was pay. The data pointed to leadership quality. People leave managers before they leave wages. I now track frontline manager quality as the leading indicator and treat turnover as the lagging one.

AI in Operations

Start AI with the hours, not the hype.

The AI work that paid off for me started with a plain question: where do my teams spend hours on work a machine could draft? Hiring screens, inventory checks, report queries. Measure the hours returned, then scale what works.

Finance

Read the P&L the way an investor would.

Banking taught me that every operating decision eventually shows up in a valuation. I ask site leaders the questions a buyer would: which costs scale, which revenue is durable, and where capital is sitting idle.

Career

Finance, consulting, guest experience, operations.

2022 to Present

Accenture Federal Services

Director of Operations

2019 to 2022

The Walt Disney Company

Director, Guest Experience

2015 to 2019

Accenture

Senior Manager, Operations Consulting

2010 to 2015

Credit Suisse

Mergers & Acquisitions. $26B+ in transactions.

Education

Master's Degree, Organizational Leadership
Massachusetts Institute of Technology

MBA
University of Michigan, Ross School of Business

BS, International Business
New York University, Stern School of Business

Certifications

Project Management Professional (PMP)
Project Management Institute

Prosci® Certified Change Practitioner
Prosci

SHRM Certified Professional (SHRM-CP)
Society for Human Resource Management

AI certificates
Harvard Business School, UVA, Microsoft

Lean Six Sigma Green Belt
Council for Six Sigma Certification

Awards

Partnership Award
Casey Trees, 2017

About

I started my career building financial models for billion-dollar deals. I have spent more than a decade since on the other side of the spreadsheet, running the operations those numbers describe.

I live in Ashburn, Virginia. Away from work, I recharge outdoors, hiking, kayaking, and fly fishing. At home, you'll find us cooking, reading, and taking time to slow down.

Let's talk about your operation.

I welcome conversations with executive teams, boards, and search partners.

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