Matthew A.

Experience

• 

  West Shore Home

  Chief Revenue Officer (CRO)

  Jan 2024 - Nov 2025

  Since 2006, West Shore Home has changed the home‑improvement experience by combining technology, customer-first service and nationwide scale to deliver convenient, high‑quality window and door replacement across the U.S.

  • Built and executed revenue growth strategy as CRO — drove multi-year topline growth through channel diversification (direct, digital, dealer partnerships) and pricing optimization.
  • Scaled a performance sales organization: hired and developed regional sales leaders, implemented quota-based compensation and instituted KPI dashboards to improve conversion and forecast accuracy.
  • Implemented data-driven go-to-market: integrated CRM and analytics to segment customers, prioritize high-value leads and raise average transaction value by improving upsell/cross-sell processes.
  • Reduced customer acquisition cost through lifecycle marketing and SEO/SEM investments while increasing lead-to-sale conversion via funnel optimization.
  • Drove margin improvement by aligning sales incentives with margin targets and partnering with product and operations to reduce warranty and rework costs.
  • Led cross-functional initiatives (operations, marketing, product, finance) to shorten sales cycle, improve installation throughput and accelerate revenue recognition.
• 

  West Shore Home

  Vice President of Regional Operations, Division East

  Oct 2022 - Jan 2024

  • Directed all regional operations across the Eastern division with P&L accountability — increased regional revenue and improved operating margin through route density and load balancing.
  • Standardized operational playbooks and SOPs across branches to improve installation throughput, reduce cycle time and decrease warranty incidents.
  • Implemented regional KPIs and a reporting cadence (DOR/weekly ops reviews) that improved on-time installs and first-time quality.
  • Optimized workforce utilization and onboarding — reduced time-to-proficiency for field crews via modular training and competency tracking.
  • Partnered with sales and supply chain to right‑size inventory, reduce logistics cost and improve customer lead time.
  • Drove safety and culture initiatives that lowered recordable incidents and improved retention among critical field technicians.
• 

  West Shore Home

  Regional General Manager

  Jan 2022 - Nov 2022

  • Operated as Regional General Manager with responsibility for multiple branch P&Ls, achieving revenue growth while protecting margins through cost controls and efficiencies.
  • Improved regional service delivery by optimizing scheduling, subcontractor management and parts availability — increased on-time completion and customer satisfaction scores.
  • Introduced continuous improvement initiatives (lean process mapping, root-cause analysis) that reduced installation rework and warranty exposure.
  • Led talent development and succession planning for district managers, establishing performance metrics and development plans.
  • Coordinated capital investments in tools and fleet that increased crew productivity and shortened job cycle time.
  • Partnered with marketing to execute localized campaigns that grew inbound leads and improved branch-level conversion rates.
• 

  West Shore Home

  General Manager

  Jan 2021 - Jan 2022

  • Managed day-to-day operations as General Manager for a high-volume branch: responsibility for revenue, service quality, installation schedules and customer experience.
  • Implemented shop-floor and field metrics to track productivity, yield and quality — improved first‑time install rates and reduced callbacks.
  • Owned hiring, workforce planning and local training programs to ensure adequate crew capacity during seasonal peaks.
  • Negotiated local vendor and subcontractor agreements to lower unit costs and improve responsiveness.
  • Maintained compliance with safety and regulatory standards, driving a measurable reduction in workplace incidents.
  • Championed customer-experience enhancements (post-install surveys, rapid remediation) that improved Net Promoter Score at the branch level.
• 

  Brad Cole Construction Company

  Director Of Operations / Chief of Construction

  Aug 2020 - Jan 2021

  AIS Infrastructure is a heavy civil construction and sitework firm operating across the Southeast. The company delivers large civil projects — dams/reservoirs, power generation, roads, earthwork and utility installations — with a strong safety focus.

  • Served as Director of Operations / Chief of Construction for Brad Cole Construction Company (part of AIS family), overseeing delivery of heavy civil projects from preconstruction through closeout.
  • Delivered complex, multi-million dollar civil projects on schedule and within budget by improving subcontractor management, CPM scheduling and field coordination.
  • Instituted and scaled an award-winning safety program and Stop Work Authority policy that reduced incidents and improved client confidence.
  • Optimized project cost controls: implemented earned value reporting, standardized change-order workflows and drove subcontractor margin improvements.
  • Led equipment strategy and logistics for multiple concurrent sites — improved utilization and reduced idle time via fleet consolidation and preventive maintenance programs.
  • Built centralized QA/QC processes and increased inspection rigor to lower rework and meet stringent client specifications on water and power projects.
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  Brad Cole Construction Company

  Director Of Corporate Operations

  Jun 2019 - Aug 2020

  • Directed corporate operations for Brad Cole Construction Company — aligned business units, standardized corporate processes and strengthened governance across the organization.
  • Led integration of corporate systems (ERP, payroll, HSE and project controls) to improve financial close, reporting accuracy and interdepartmental transparency.
  • Developed enterprise-level policies for safety, quality and subcontractor procurement that improved compliance and reduced risk exposure.
  • Built centralized talent and development programs (LMS training, certification pathways) to accelerate field crew capability and internal promotions.
  • Managed corporate-level vendor and insurance relationships, negotiating terms that reduced corporate operating costs.
  • Drove strategic planning and performance management initiatives to align operating metrics with corporate growth and margin objectives.
• 

  US Army

  Chief, Maneuver Doctrine and Collective Training Division

  Aug 2018 - Jun 2019

  To deploy, fight and win our nation’s wars by providing ready, prompt and sustained land dominance by Army forces across the full spectrum of conflict as part of the joint force.

  • Primary product owner and architect for 96 Army publications shaping maneuver doctrine and collective training for 2M U.S. service members and multinational partners.
  • Led doctrine modernization and publication process: prioritized updates, coordinated cross-directorate reviews and ensured alignment with current threat and force modernization initiatives.
  • Integrated lessons learned from operational units into doctrine and training products, shortening the feedback loop between field operations and institutional training.
  • Championed multi‑stakeholder collaboration with combatant commands and allied partners to synchronize doctrine and multinational interoperability.
  • Oversaw quality control and versioning governance for publications to ensure legal, doctrinal and operational compliance across digital and print media.
  • Advised senior Army leaders on implications of doctrinal changes for training pipelines, resource requirements and force readiness.
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  US Army

  Commander, 4th Battalion 23rd Infantry Regiment

  Feb 2017 - Aug 2018

  • Commanded a 770‑person battalion (4th Battalion, 23rd Infantry Regiment) with full responsibility for training, readiness, discipline, welfare and worldwide deployment readiness.
  • Planned and executed large-scale collective training and deployment operations, ensuring unit readiness and interoperability with joint and multinational partners.
  • Improved personnel readiness and retention through leader development programs, morale initiatives and performance counseling.
  • Managed battalion-level logistics, sustainment and accountability for equipment and $M‑level unit property.
  • Led crisis-response and contingency planning for rapid deployment scenarios, maintaining high operational readiness across the organization.
  • Fostered a command climate emphasizing safety, discipline and mission-focused leadership that translated to measurable improvements in readiness metrics.
• 

  US Army

  Executive Officer to the Director, Force Management, Office of the Deputy Chief of Staff, G-3/5/7

  Jul 2015 - Feb 2017

  • Served as Executive Officer to the Director, Force Management — coordinated the Director’s policies, priorities and time across five subordinate divisions and supporting agencies.
  • Managed integration and communications for a directorate of ~390 military and civilian personnel, streamlining information flow between the Director, USAFMSA, Army Staff and external agencies.
  • Improved office management and correspondence processes, instituted standard operating procedures for key events, and optimized calendar and resource allocation.
  • Acted as primary liaison with HQDA staffs, Army Commands and joint/federal partners to synchronize policies, facility management and administrative actions.
  • Led initiatives to improve automation, physical security and administrative support, increasing efficiency and responsiveness across the directorate.
  • Facilitated cross-functional planning and resource prioritization to ensure alignment between force management initiatives and Army strategic objectives.
• 

  US Army

  173rd Infantry Brigade Combat Team (Airborne) Operations Officer

  Dec 2013 - Jun 2015

  • Managed operations, training, readiness and planning for a team-of-teams comprising six organizations and over 3,500 personnel as 173rd Infantry Brigade Combat Team (Airborne) Operations Officer.
  • Coordinated brigade-level training cycles, assessments and deployment preparations to maximize combat readiness and meet national mission requirements.
  • Developed and synchronized operational plans and orders across subordinate units, ensuring unity of effort and effective resource allocation.
  • Implemented staff processes and reporting that improved situational awareness and decision‑making for brigade leadership.
  • Oversaw large-scale live and simulated exercises to validate collective tasks and interagency/multinational interoperability.
  • Led risk mitigation and safety protocols during high‑tempo training and operational periods to safeguard personnel and equipment.
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  US Army

  1-503rd Airbone Infantry Battalion Operations Officer

  Feb 2012 - Dec 2013

  • Planned, coordinated and supervised training and operations for an 800‑person airborne infantry battalion while operating under host‑nation support (Italy).
  • Coordinated and exercised direct oversight of a $2M multinational exercise in Cameroon involving eight African partner nations to rebuild staff‑level relationships and improve regional interoperability.
  • Developed and executed crisis action plans and risk mitigation measures to ensure safe and effective operations during multiple no‑notice emergency readiness exercises.
  • Synchronized logistics, movement and force protection for deployed elements operating in austere environments.
  • Instituted after‑action review processes to capture lessons learned and accelerate improvements to tactics, techniques and procedures.
  • Facilitated host‑nation coordination and local stakeholder engagement to enable successful multinational training events.
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  75th Ranger Regiment, U.S. Army

  Ranger Company Commander

  Jan 2007 - Dec 2010

  Whether you’re interested in Active Duty, Army Reserve, or Army National Guard, the Army offers multiple pathways to serve and develops Soldiers for combat, stability and support missions worldwide.

  • Commanded a 165‑person Ranger rifle company responsible for worldwide special operations and conventional infantry missions.
  • Planned and executed joint special operations and high‑risk conventional missions with an emphasis on speed, precision and force protection.
  • Managed all aspects of company readiness: training, logistics, personnel accountability, family support and $4M+ of unit equipment and property.
  • Built resilient small‑unit leadership and fostered a professional command climate that emphasized discipline, mission focus and Soldier welfare.
  • Coordinated sustainment, maintenance and administrative systems to ensure high availability of combat power and deployable equipment.
  • Mentored junior leaders and implemented performance and professional development programs to prepare leaders for higher responsibility.
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  US Army

  Infantry Officer

  May 1999 - Dec 2006

  • Served in multiple junior infantry officer leadership positions in combat and garrison environments, leading platoons and small units during operations and training.
  • Planned and executed tactical operations, patrols and live‑fire training while ensuring troop welfare, discipline and mission accomplishment.
  • Managed personnel development and mentorship programs to grow junior NCOs and officers into effective small-unit leaders.
  • Conducted risk assessments and implemented safety measures to protect soldiers during high‑intensity training and operations.
  • Coordinated logistics, maintenance and administrative tasks to sustain unit readiness in both deployed and home-station conditions.
  • Contributed to tactical planning and after‑action processes to refine unit-level tactics, techniques and procedures.