Make the priorities executable.
I have implemented EOS through quarterly priorities, weekly L10 meetings, accountability charts, and department scorecards. The contribution is a working rhythm that connects direction to ownership and follow-through.
EOS Integrator · Operations · Growth Strategy
Big plans need
someone who
makes them work.
Michael Mitchell
25+ YEARS OF OPERATIONAL LEADERSHIP
I connect strategy, systems, and people so a growing business can execute with clarity. From care delivery to legal services and financial operations, I turn competing priorities into accountable teams, repeatable processes, and measurable progress.
CURRENTLY · Senior Director of Growth & Strategy, Eminence Home Care
MICHAEL MITCHELLStrategy. Systems. People. Execution.
35%Higher team productivityAlvita Care · Administrative work removed
57%Shorter process cycle timeStrategic Financial Solutions · Automation
$600KAdded service revenueOrrick · One calendar year
$38MB2B territory managedCT Corporation · Regional leadership
When the business outgrows the way it works
Your strategy should not depend
on constant intervention.
When handoffs stall, ownership blurs, or manual work piles up, growth becomes harder to sustain. This is where I contribute.
Give the team capacity back.
I map the work, remove avoidable administration, and build automation around the process. At Strategic Financial Solutions, eight automated workflows reduced cycle time 57% and allowed five FTEs to be reassigned.
Make strong performance repeatable.
I build SOPs, training resources, quality controls, and clear roles so the work can be delivered consistently. At Alvita Care, that included 60+ SOPs alongside a quality assurance program.
Meet Michael
The plan matters.
The people who carry it
matter just as much.
A process can look right on paper and still fail the people doing the work. My job is to close that gap.
With 25+ years across home care, legal services, financial services, and SaaS environments, I bring the operational range to connect commercial priorities with how a team actually works. My approach combines EOS, automation, Six Sigma methods, and people-first leadership to build accountability while supporting the people responsible for delivery.
Michael Mitchell
EOS INTEGRATOR · OPERATOR · PEOPLE-FIRST LEADER
Selected results
The value shows up
in the work.
Three examples of connecting operational changes to measurable business results.
Alvita Care · Director of Operations
More time for clients.
Less time lost to administration.
35%Improvement in team productivity
The operating scope
A 30-person team spanning client service, recruiting, HR, and clinical functions; 500+ caregivers; $30M in annual revenue.
What Michael changed
Removed administrative work from client-facing teams, redesigned service delivery, created 60+ SOPs, and implemented EOS with scorecards and clear accountability.
Additional results
Reduced onboarding cycle time 30%, increased caregiver retention 25%, and added $65K in revenue over four months through add-on servicing. Teams were fully functional remotely within 48 hours of the COVID-19 response plan.
Strategic Financial Solutions NY
Automation that changed
the team's capacity.
57%Reduction in process cycle time
The operating scope
End-to-end debt relief program servicing for 30,000 clients, with 11 direct reports and 191 client service team members.
What Michael changed
Led Salesforce from design and process mapping through testing, training, and launch. Introduced eight automated workflows, allowing five FTEs to be reassigned.
Additional results
Reported a 38% increase in client retention revenue in 2017. Reduced litigation rate 10% after reallocating resources and reducing caseload per team member from 400 to 175.
Orrick · Verbatim Global Compliance
Service growth with
a stronger operating model.
$600KAdded service revenue in one calendar year
The operating scope
A remote team of 30+ attorneys and client services staff supporting 45 multinational clients, with accountability for a $3.2M P&L.
What Michael changed
Automated standard forms, introduced quarterly billing, built analytics reporting, and implemented performance metrics and incentive plans.
Additional results
Increased cash receipts 40% and team efficiency and accuracy 25%. Client satisfaction rose from 81% in 2013 to 92% in 2015. Achieved 100% team retention during the final 18 months.
Operating toolkit
Connect the moving parts.
Keep the business moving.
Execution & accountability
- EOS implementation
- Quarterly priorities & L10 meetings
- Accountability charts
- KPIs, OKRs & scorecards
Systems & improvement
- Workflow automation & integrations
- Salesforce implementation
- AI-driven process improvement
- Six Sigma methods & process mapping
People & capability
- Manager coaching & development
- Role design & team structure
- Training & system adoption
- Engagement & retention programs
Growth & delivery
- Service launches & expansion
- P&L & territory leadership
- Client experience & retention
- Quality assurance & SOPs
The roles behind the results
Operational range.
One consistent focus on execution.
Leadership across businesses where service, systems, and people have to work together.
Select a role to see details. On mobile, swipe the role cards sideways. Overlapping dates reflect concurrent roles as supplied.
Growth strategy
Senior Director of Growth & Strategy
Eminence Home Care
Sep 2026 to Present
- Current senior leadership role in home care.
- Brings operational leadership experience across service delivery, systems, and people development.
Legal operations
Chief Operating Officer
Milvidskiy Law Group P.C.
Jul 2025 to Sep 2026
- Served as COO of an estate planning and elder law firm serving New Jersey and New York.
- Worked in a practice covering wills, trusts, asset protection, benefits, guardianship, and estate administration.
Home care leadership
Chief Operating Officer
Homewatch CareGivers
Jul 2021 to Jul 2025
- Served as Chief Operating Officer in South Orange, New Jersey.
- Role-specific project details can be added when available.
Systems adoption
Practice Management Consultant · Contract
Authority Brands
Sep 2022 to Jan 2024
- Supported systems rollout with more than 60 short training videos, live training, reports guidance, and weekly office hours.
- Mentored new franchise owners and helped end users learn system functionality.
Scale & accountability
Director of Operations
Alvita Care
Feb 2020 to Jul 2021
- Accountable for a 30-person cross-functional team, a network of 500+ caregivers, and $30M in annual revenue.
- Improved productivity 35%, reduced onboarding cycle time 30%, and increased caregiver retention 25%; implemented EOS and 60+ SOPs.
Business launch
Executive Consultant · Contract
Resilio Debt Relief
Aug 2020 to Jan 2021
- Helped launch a debt settlement company.
- Built processes, hired team members, and handled system workflows, integrations, and vendor management.
Automation at scale
Senior Director of Operations
Strategic Financial Solutions NY
Nov 2016 to Nov 2018
- Oversaw servicing for 30,000 clients, with 11 direct reports and 191 client service team members.
- Implemented Salesforce; eight automated workflows reduced cycle time 57% and allowed five FTEs to be reassigned.
Global service delivery
Director of Operations
Orrick, Herrington & Sutcliffe LLP
Apr 2013 to Nov 2016
- Led 30+ attorneys and client services staff serving 45 multinational clients; accountable for a $3.2M P&L.
- Added $600K in service revenue in one calendar year and increased cash receipts 40%; client satisfaction rose from 81% in 2013 to 92% in 2015.
Regional scale
Regional Service Manager
CT Corporation · Wolters Kluwer
Jul 2007 to Apr 2013
- Managed a $38M B2B territory and 60+ employees across four service teams, including international and SaaS teams.
- Delivered double-digit territory growth for five consecutive years; led a Six Sigma billing project reducing invoice handling cost from $15.75 to $3.24.
Commercial leadership
Senior Manager
CT Corporation · Wolters Kluwer
Aug 2005 to Jul 2007
- Managed a $4.5M territory with 11 team members and one junior manager.
- Developed business strategies with eight Account Executives and was selected for the Achiever’s Club.
Quality & workflow
Order Processing Manager
CT Corporation · Wolters Kluwer
Oct 2004 to Aug 2005
- Managed 12 Order Processing Specialists responsible for timely, accurate order processing.
- Established workflow standards, process definitions, and internal quality assurance procedures.
Service team leadership
UCC / Corporate Team Leader
CT Corporation · Wolters Kluwer
Aug 2002 to Oct 2004
- Managed a $2.9M territory and eight Customer Service Representatives.
- Reduced write-offs 8% in one year and maintained the lowest unbilled revenue among service teams nationwide.
Process improvement
Project Manager / Consultant
FDIB
Aug 2000 to Sep 2001
- Analyzed financial institutions and recommended changes to increase income or reduce expenses.
- Presented and implemented hard-dollar savings 30% to 50% above the promised target; introduced controls and savings monitors.
Contact center operations
Call Center Manager
Syngery Federal Savings Bank
2000
- Managed 11 Member Service Representatives and coordinated participation with LendingTree.com.
- Established quality controls and sales tracking and developed the 2001 operational budget.
Banking foundation
Regional Operations Manager
Sovereign Bank
Jul 1996 to May 2000
- Managed and mentored 17 Customer Service Managers across 17 community branches.
- Led operational training, branch audits, controls, and procedure improvements.
Education
Kean UniversityBS, Business Management · 1997 to 2000
Earlier education
Manalapan High School1995
Start with the priority in front of you
If execution is holding
the business back,
let’s talk about the work.
Bring the growth plan, the process that keeps stalling, or the team that needs clearer ownership. We can discuss where my background fits your priorities.
Connect with Michael
Share the role or operational challenge you have in mind, along with what needs to change.
Connect on LinkedIn ↗Opens Michael’s LinkedIn profile.