Senior Operations Leader | Embracing Unwavering Execution & Extreme Ownership Principles

I help organizations cut through complexity and turn operations into systems they can count on. With 20 years of experience, I have led cross-functional teams, managed a $200M contract portfolio, and delivered measurable results:

- $22M in savings through vendor management and strategic sourcing
- 25% profit margin gains through process improvement and operational efficiency
- 200+ corporate and endurance events produced over 15 years
- Large-scale budgets and project management across multiple functions

Core strengths: operations leadership, vendor management, contract management, strategic sourcing, process improvement, project management, budgeting, and event direction. I combine data-driven execution with a servant-leadership style shaped by Extreme Ownership and Echelon Front principles.

Outside of work, I am a runner, ultrarunner, GoRucker, and adventurer. The resilience and grit built on the trail inform every decision I make.

If you are looking for an operations partner who can optimize processes, manage vendors, and deliver events with measurable results, let’s connect.

“Jimmy’s integrity, bias toward action, and laser focus allowed our organization to scale…from the red into the black < 1 year, scaling >10X.” – Anoop Grover, COO

Jimmy Gabany

A quarter of the way through the race, I knew I was done pushing.

Not because of effort, but because of injury. Running on a torn quad forces honesty fast. You can negotiate with pain for a while, but eventually reality wins.

That moment reminded me how often leaders ignore early signals. We feel something is off. Pace slips. Decisions take longer. Communication gets strained. Instead of adjusting, we push harder and hope discipline alone fixes it.

Sometimes the right call is not to grind more. It is to change the plan. Slow down. Reassess. Preserve what matters so you can keep moving long term.

That choice is uncomfortable. It feels like backing off. In reality, it is ownership.

Listening to the signal early usually saves more than it costs.

#leadership

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ursa-major-events-usa

Senior Operations Leader | Operations Systems Builder | Global Vendor Strategy & Management | Event Direction | Extreme Ownership

Ownership is simple. Living it is not.

Taking responsibility sounds straightforward until it costs you something. Reputation. Comfort. Convenience. That is where most people hesitate.

Ownership means absorbing problems even when you did not create them. It means stepping in when something is drifting instead of waiting for permission. It also means giving credit away when things go right.

I have learned that teams notice this quickly. They can tell when ownership is real versus performative. One builds trust. The other creates distance.

Leaders who practice ownership consistently earn more latitude when things go wrong. Not because they are perfect, but because people know they will not deflect or disappear under pressure.

Ownership is not a slogan. It is a pattern of behavior, repeated when it would be easier not to.

#leadership

Sometimes I wonder if the real work in operations is just learning to live with a certain amount of chaos. You can build the best systems, negotiate the tightest contracts, line up every vendor with military precision... and then, out of nowhere, something small unravels the whole plan. 

It used to frustrate me. I’d take it personally, like every hiccup was a reflection of my own lack of control. But the longer I do this, the more I realize: control is a myth. What matters is how fast you adapt when the myth cracks.

I’ve seen teams freeze up, waiting for someone to tell them what to do. I’ve also seen teams that just move, imperfectly, sometimes clumsily, but they move. Those are the teams that win. Not because they’re flawless, but because they don’t get stuck chasing perfection.

There’s a weird comfort in that. Knowing you can’t plan for everything, but you can build a culture that responds instead of reacts. That’s the real edge.

Honestly, I still catch myself wanting to fix every detail. Old habits. But I’m learning to let go, just a little, and trust the system, and the people, more than my own urge to control.

Maybe that’s what leadership really is. Not holding tighter, but letting go at the right moments.

Funny how the hardest part is usually just getting out of your own way.

Discipline is not intensity.

Endurance training taught me that early. Anyone can push hard for a short stretch. Discipline is staying consistent when effort needs to be measured, not maxed out.

The same mistake shows up in leadership. People confuse urgency with effectiveness. They sprint every problem, burn energy fast, and then wonder why momentum fades.

Discipline looks quieter. It is choosing the right pace. Making small corrections before things break. Staying steady when pressure rises instead of reacting emotionally.

That kind of discipline builds trust over time. Teams know what to expect. Decisions improve because they are made with intent, not impulse.

Intensity fades. Discipline compounds.

#leadership #operations

I’ve always been drawn to endurance sports. There’s something about pushing past the point where your body wants to quit that feels honest. You can’t fake it. You can’t delegate it. You just have to keep moving.

Funny thing is, the lessons from the course bleed into everything else. Operations, leadership, and even vendor negotiations. It’s all about finding that extra gear when things get tough.

There are days when the inbox is overflowing, vendors are late, and the plan is unraveling. Those are the moments I hear that little voice: just one more mile. Just one more call. Just one more problem solved.

It’s not glamorous. Most of the time, nobody sees the grind. But that’s where the real progress happens, not in the big wins, but in the quiet moments when you decide to keep going.

I don’t always get it right. Sometimes I run out of steam. But I’ve learned that consistency beats intensity, every time.

Maybe that’s the real secret. Just keep moving, even when nobody’s watching.

Sometimes I catch myself overcomplicating things. 

I’ll spend hours mapping out a process, trying to anticipate every possible snag. It feels productive, but honestly, it’s just a way to avoid the messiness of real execution. 

The best systems I’ve built weren’t the most detailed. They were the ones people actually used. The ones that made sense in the middle of chaos, not just on a whiteboard. 

There’s a kind of humility in admitting that simple usually wins. Not because it’s easier, but because it survives contact with reality. 

I still have to remind myself: don’t design for the exception. Design for the 80 percent, and trust your team to handle the rest. 

It’s uncomfortable, letting go of that last bit of control. But every time I do, the team steps up in ways I didn’t expect. 

Maybe that’s the real lesson. Complexity feels safe, but it’s usually just a shield. Simplicity is riskier, but it’s where the real progress happens.

Leadership gets lonely in ways I didn’t expect. 

You’re supposed to have the answers, or at least act like you do. But there are days when I’m just as lost as anyone else. The difference is, I can’t always say it out loud. 

I’ve learned that extreme ownership doesn’t mean carrying everything alone. It means owning the outcome, but also knowing when to ask for help. That’s harder than it sounds. 

There’s a weird pride in being the one who fixes things. But if you’re not careful, it turns into isolation. The team stops bringing you problems because they think you’re too busy, or too confident, or just not interested. 

I’ve had to work at breaking that cycle. To show that I’m human, that I don’t have it all figured out, and that I want their input. 

It’s not always comfortable. But every time I let my guard down, the team gets stronger. 

Maybe that’s the real job. Not just leading from the front, but making it safe for others to step up too.

#leadership

Events expose leadership fast.

When you run events, there is no hiding behind plans or slide decks. The moment doors open, reality takes over. Timelines compress, variables stack up, and decisions need to happen in real time.

I have learned that events reward calm execution more than clever ideas. The best prep shows up in how you respond when something changes five minutes before go time. Audio drops. A speaker runs long. A vendor misses a detail. None of that is theoretical.

Those moments force a choice. You can react emotionally, or you can slow your thinking down and solve the next problem in front of you. The team feels that difference immediately. Energy either tightens or steadies based on how the leader shows up.

Events have trained me to separate what matters from what does not. They sharpen prioritization and reinforce ownership because excuses do not move the room forward. Action does.

Every event is a live rep in leadership. You do the work early, stay composed under pressure, and adjust without drama. That discipline carries far beyond the event floor.

#leadership #operations

Think leadership is just a title? Think again.

Great leadership is never a one-and-done skill. It's a profession that demands constant learning and growth.

Most people slow down as they climb the ladder, but the research is clear. If you don't keep sharpening your skills, your effectiveness drops over time.

The best leaders don't stop at experience. They focus on problem-solving, driving results, collaborating, inspiring, and strategic thinking. These are muscles that need regular training.

If you want to thrive in today's fast-changing workplace, growth is not optional. It's what separates managers from leaders who guide teams through real challenges and opportunities.

Leadership is a choice you make every day. The organizations that invest in it will shape the future.

Are you investing in your growth?

Some leaders change how you see the work.

When I was in the Army in Germany from 1997 to 1999, I played soccer for FC Schweinfurt 05. The photo is of me with the team's coach, the only one I have. Through him, and through the men on that squad, I learned to love soccer, not just play it.

He was the kind of coach every player hopes to have. Demanding. Direct. Uncompromising about effort. He spoke only German to me, even though he knew English perfectly. There was no shortcut, no comfort language, no easing up because I was new or different. If I wanted to be on the field, I had to earn it.

He pushed me harder than I had ever been pushed in sports. And I respected him for it. More than that, I trusted him. His standards were clear. His feedback was honest. His expectations never moved.

That experience stayed with me. The best leaders do not make the work easier. They make you better. They challenge you, hold the line, and care enough to demand more than you think you have.

Be that type of leader.

#leadership

I think we make leadership harder than it needs to be.

There are endless frameworks, books, acronyms, and models. They all sound good in theory. But when I’m standing in the middle of a show floor, or looking at a project that is already drifting, none of that is what people are asking for.

What they want is direction. They want to know what matters right now. Not ten priorities. Not a perfectly worded strategy. Just the thing that matters most in this moment.

I have sat through long meetings trying to get everyone aligned, only to realize I was the problem. I was offering too many options. Too many paths. Too much room to interpret.

It is uncomfortable to admit you are the source of the confusion. It is also freeing. Because once you see it, you can change how you show up.

Make the call. Narrow the focus. Say what matters and mean it. Let the team solve the rest.

You will not always get it right. That is part of the deal. I would still rather give a firm direction and adjust later than stay safe and leave everyone guessing.

People can handle pressure. What they struggle with is uncertainty.

And honestly, so do I.

#leadership #operations

What problem are you actually avoiding?

I see leaders stay busy while sidestepping the one decision that would change everything. Meetings get scheduled. Updates get shared. Work keeps moving, but the real issue stays untouched.

Avoidance often looks productive on the surface. You can justify it with progress, effort, and activity. Underneath, it is usually hesitation. Not because people do not know what needs to be addressed, but because addressing it carries weight.

Hard conversations, ownership calls, resetting expectations, or admitting something is not working. Those moments create discomfort. They also create movement.

Teams feel it when leaders delay the hard call. Momentum slows. Energy leaks. People start managing around the issue instead of solving it.

The fastest way forward is rarely the most comfortable one. It is the one you keep postponing because it forces a decision instead of more discussion.

So what is the thing you keep working around instead of dealing with head on?

#leadership #operations

Most execution problems I see are not caused by a lack of talent or motivation. They come from unclear ownership. People are busy and working hard, yet still missing the mark because no one is fully accountable for the outcome.

When ownership is fuzzy, decisions slow down. People hedge. Teams wait for approval instead of acting. Energy gets spent managing around uncertainty instead of solving the actual problem.

Clear ownership simplifies everything. One person owns the outcome. Others support, challenge, and execute. Feedback improves because responsibility is obvious. Progress speeds up because no one has to guess who should move next.

This does not mean leaders do more work. It means they do the right work. They define ownership early, reinforce it often, and remove obstacles rather than add layers.

If you want faster execution, stop asking people to work harder. Start making ownership unmistakable.

#leadership

I used to think vendor management was about leverage. Negotiate hard, get the best deal, keep everyone honest. 

But after enough time negotiating contracts, I’ve realized it’s more about partnership than pressure. The best outcomes come from vendors who feel like part of the team, not outsiders to be squeezed. 

It’s a weird shift, honestly. You spend years learning to protect your margins, then you realize the real value is in building trust. 

I’ve had vendors bail me out of disasters I didn’t see coming. I’ve also had deals fall apart because I pushed too hard, too fast. 

There’s a balance. You have to know when to hold the line and when to pick up the phone and just talk like people. 

The contracts matter, but the conversations matter more. 

Funny how the things you thought were soft skills end up being the difference between chaos and calm on event day. 

If you’re still treating your vendors like adversaries, you’re missing the point. They’re the ones who’ll save you when the plan falls apart. And it always does, eventually.

Busy is a comfortable excuse.

I see smart people stay busy while the real problem sits untouched. Calendars are full. Updates are shared. Work keeps moving. And yet the issue that actually matters never gets addressed.

They keep pushing off the one task they do not want to do. I know this because I have caught myself doing the same thing.

Being busy feels responsible. It gives you cover. You can point to effort, activity, and progress on paper. What it avoids is the harder move, making a decision that closes one door so another can open.

Execution improves when leaders reduce options. Fewer paths. Fewer priorities. Fewer meetings that exist because no decision was made beforehand. People do better work when they know what is no longer in scope.

Staying busy is easy. Deciding is not. Progress usually starts the moment activity stops being the goal.

Want to know why most people crack under pressure? Here's the truth nobody wants to admit: Mental toughness isn't something you're born with. It's built, one decision at a time.

Here are the 10 secrets that make you mentally unbreakable.

1. Don't run from being alone.
Solitude isn't a punishment, it's an advantage.
When you're alone, you get to:
- Untangle your thoughts
- Get control of your emotions
- Actually hear yourself think
If you can't handle silence, the world's noise will crush you.

2. Stop dragging your past everywhere you go.
Obsessing over what you can't change? That's dead weight.
The only thing that matters is what you do today.
Let the past be a lesson, not a life sentence.

3. Life doesn't owe you a single thing.
The moment you expect the world to hand you anything, you start losing.
Earn every win, every day.
Comfort is nice, but it's a trap.

4. Ignore the crowd.
Approval is a moving target, and chasing it only makes you forget who you are.
Being yourself takes guts. Most people never even try.

5. No more pity parties.
Yeah, life gets tough.
Feeling sorry for yourself fixes nothing, but action fixes almost everything.
Get up, go again. That's how scars turn into stories.

6. Focus only on what you can control.
Worry is wasted energy.
Ask yourself:
- Does this matter?
- Can I change it?
If not, drop it and move forward.

7. Choose respect over resentment.
Someone else's win does NOT mean you lost.
There's plenty to go around:
- Wealth
- Health
- Opportunity
Root for others. The world's scoreboard isn't zero-sum.

8. Step up to responsibility.
You want progress? Then go first.
Lead projects. Take ownership.
Don't wait for someone to hand you the keys. Grab them.

9. Refuse to quit.
Most people bail when it gets real.
But if you keep showing up, keep trying new angles, you'll outlast everyone else.
Persistence is a muscle, and most people never train it.

10. Don't fear hard things.
Tough tasks build tougher people.
Stop telling yourself it's impossible.
Instead, say "This is easy work." Your brain will start to believe it. So will everyone else.

Nobody's born unbreakable. You get there by choosing the harder path, every day.

Which one of these do you struggle with most? Or better yet, which one have you mastered? Drop your story in the comments,I want to hear what's made you tough.

GeekOut Las Vegas is a wrap.

We combined an immersive VIP experience at the Sphere with focused education and productive networking at Area15. The outcome was more than a great event. It was meaningful learning, strong relationships, and conversations that continued well after the final session.

Ursa Major Events designs and operates high-impact experiences for organizations that value execution, alignment, and connection.

Let us design an experience for you

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GeekEx

“Here I am. Send me.”

Isaiah 6:8 carries weight because it reflects a choice made without conditions. Isaiah does not ask for clarity, authority, or guarantees. He steps forward and accepts responsibility.

Extreme Ownership teaches that everyone is a leader. Leadership is not a title or position. It is the decision to take responsibility for what is in front of you. Isaiah’s response mirrors that idea. He does not wait to be appointed or convinced. He owns the moment.

Saying “send me” is not about confidence in the outcome. It is about willingness to carry the work, learn on the move, and stay committed when things get uncomfortable. That posture builds trust. People know you are not looking for someone else to step in when pressure shows up.

This is what leadership looks like in real life. You see a gap. You step forward. You take ownership before the path is fully defined.

Everyone has moments like this. The question is not whether you are a leader. The question is whether you are willing to act like one when it matters.

#leadership

Teams can move fast and still fall behind. Not because they are lazy or unfocused, but because everything gets treated as urgent. And when everything is urgent, nothing really is.

Moving quickly only works when the work is prioritized. When priorities multiply, speed spreads effort across too many objectives, slowing the mission. From the outside, it looks like momentum. On the inside, it feels like drag.

I have been guilty of this myself... more often than I would like to admit. Pushing pace across multiple projects instead of reducing scope and making hard calls. It feels decisive in the moment. It usually (almost always) creates more work later.

Progress does not come from doing more at once. It comes from finishing the right thing, then moving on. Prioritize and execute.

Where have you seen speed help execution, and where has it quietly made things worse?

#leadership

The community is everything on this journey.

First In Nutrition
Jonathan Montgomery
Anne Montgomery

What is First In Nutrition really about? 

FAMILY. 

FI/AF to us means First In Always Family (although if you use your imagination, you may come up with a few other appropriate titles and that’s ok with us too)! 

We are here to build a community of people working together to improve and commit to being part of something larger than themselves 😍

We are about supporting those who walk the walk, those who prioritize themselves so they can give their very best, and those who lift up others so that we can all succeed together. 

It’s simple. Work today to be better than you were yesterday and to follow a path to success one step at a time 💪

But just because it’s simple, doesn't mean it’s always going to be easy.

That’s where coaching, community, and FAMILY can be the game changer 👍👌

When you decide it’s time to change, find a plan that fits your life, find the people that will support you along the way, and work to be just a little bit better in whatever way you can. 

Those little steps? They add up in the most amazing ways and with some of the most amazing people… The First In Family 😊

Ready to get control of your nutrition, make lasting changes, and have support through coaching and Family? Time to join First In Nutrition 🔥

#thisisfirstin
#findyourpeople

Bryan McDonald

I’ve been in sales my whole 24+ year career and my company onPurpose growth is a coaching & consulting firm that focuses on helping grow our clients revenue. 

When I look back on the start of my career, I shouldn’t have been in sales. The only reason I got into it is because for a few summers in college, I worked at a box manufacturing plant because a friend of mine’s dad was the GM and they needed help. So, a wholesale packaging company hired me for sales because "I knew the product" - the problem was I applied for a marketing job not a sales job.

The reason why I shouldn’t have been in sales, is the fact that I was so worried about what other people thought of me and that causes a problem in sales. Rejection was a part of the role and that was tough for me. Rejection also felt like conflict to me and based on my childhood I avoided conflict,

So, in the beginning  I was very hesitant to go see clients, I got worried before every meeting I had, and was constantly worried about what to say, what to do and how should I be doing things. Pile all of that on the top of the fact that I had ZERO training or mentoring on sales. 

Luckily, I had a great mentor at this business that was an example of what NOT to do. He didn't know he was mentoring me by modeling what NOT to do. After getting to know my clients and spending time with them this "mentor" insisted on coming out with me and what happened next was fascinating. My clients would say "I really like you and you can come here anytime, but if that guy is with you - DON'T COME!

So, I realized I needed to do the exact opposite of what this "mentor" did. I realized that was "sold" things was me showing up as my natural self. Because the more I was just myself and didn’t act like salesperson, the more I was calm and confident. So, how I “saw myself” determined my results. 

So, the journey of "just do the opposite" of what most sales people do began.

I was at that job for about a year and when they gave me a raise on Monday, I quit on Friday. That was my last "corporate" job and every other sales job I had was entrepreneurial. I got recruited into businesses and was told: "here is your desk, a phone and here is what we do. Let me know if you need help!"

So, I had to figure out how to:

1) What was my strategy in the marketplace
2) How do I differentiate
3) How do I find clients
4) How do I build a relevant network to get referrals
5) How do I enroll prospects to be clients

Now, I help people who are experts at what they do, figure out the same things and make more money then they did in Corporate America

Partner - Revenue Growth Coach For Entrepreneurs, Founders & Consultants

▶︎𝐎𝐔𝐑 𝐄𝐗𝐏𝐄𝐑𝐓𝐈𝐒𝐄: I understand how taking an idea and turning it into a business can be frustrating and not always move as fast you would like. Not enough people understand your value so clients come & go. Not enough stick around so you can building a solid base of clientele that will take you to the next level. So, I help clients predictably & reliably grow revenue by removing anxiety & frustration from their sales efforts so, they can sleep better at night & enjoy their lives when not working. This allows them to finally build the business they have always desired to create.

▶︎𝐖𝐇𝐀𝐓 𝐖𝐄 𝐎𝐅𝐅𝐄𝐑: Group or 1 on 1 coaching in our Breakthrough Sales Program, Fractional VP of Sales & Revenue Growth Consulting. 

▶︎𝐖𝐇𝐎 𝐆𝐄𝐓𝐒 𝐑𝐄𝐒𝐔𝐋𝐓𝐒: Business owners, entrepreneurs or sales pros that falling short of their revenue & income goals, don't have a predictable sales process, tired of competing on price & want to create a wider gap of differentiation between them & their competition. 

▶︎𝐇𝐎𝐖 𝐖𝐄 𝐃𝐎 𝐓𝐇𝐈𝐒: 

● 𝘾𝙊𝙉𝙎𝙏𝙍𝘼𝙄𝙉𝙏𝙎 𝘼𝙎𝙎𝙀𝙎𝙎𝙈𝙀𝙉𝙏:  Identify & verify each client's 3 biggest bottlenecks to growth

● 𝙎𝘼𝙇𝙀𝙎 𝙋𝙍𝙊𝘾𝙀𝙎𝙎 𝙈𝘼𝙋𝙋𝙄𝙉𝙂: Create and document a sales process that is repeatable and predictable that our client's prospects define as valuable to them 

●𝙎𝘼𝙇𝙀𝙎 𝙎𝙏𝙍𝘼𝙏𝙀𝙂𝙔: Build out a true differentiation strategy to increase sales

●𝘼𝘾𝘾𝙊𝙐𝙉𝙏𝘼𝘽𝙄𝙇𝙄𝙏𝙔: We support owners, consultants, entrepreneurs, sales leaders, sales teams & sales pros develop the results they desire, through holding them accountable to improvement & results.

▶︎𝑾𝑯𝑨𝑻 𝑶𝑻𝑯𝑬𝑹𝑺 𝑨𝑹𝑬 𝑺𝑨𝒀𝑰𝑵𝑮: "Bryan has been working with me to help grow my consulting business. I appreciate his approach because he focuses on understanding the problem first and then helps me think through possible solutions.....I enjoy working with him. I am sure he can & will help many other small business owners like me" - Matt Kroll



Consultants & Experts Needing to Sell Their Expertise & Themselves | Fractional Consulting Expert | I help you make MORE MONEY than you did in corporate America. Selling a problem? DM me to find out why it’s really not!

Michelle Rourke, Bryan McDonald and 91 other attendees

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