25+ years of operational leadership — building the teams that unlock a company's full potential.
West Point bills itself as the world's preeminent leader development institution. What it actually does is put young people in charge of things that matter and see what they're made of.
My first assignment in the Army was as a tank platoon leader. I inherited a platoon that had finished last in our battalion on the annual gunnery assessment — a key measure of a tank unit's combat readiness. Six months later, that same platoon achieved the highest gunnery scores of any platoon in U.S. Army Europe, out of roughly 50 other units.
That experience forged something I've carried into every role since: underperforming teams aren't failing because of bad people. They're failing because of unclear expectations, broken systems, or a leadership model that no longer fits the stage they're in. Fix those things — with high standards and a genuine belief in the people you're leading — and the results take care of themselves.
Since that first turnaround, I've sought out two types of organizations: those in crisis that need a steady hand, and those that are healthy but know they're capable of more. That's not a coincidence. It's the work I was trained to do.
My active service ended years ago, but the mission didn't. Small businesses with 30–300 employees are the engines of the U.S. economy — and the ones most likely to struggle without the right operational leadership at the right time. Helping them build organizations that thrive is how I continue to serve.
Target Market: SCI primarily serves companies in the Southeast U.S.—centered on Chattanooga, TN with reach across Nashville, Knoxville, Charlotte, Atlanta, and Huntsville—as well as any company open to remote engagements.
Following my service in the Army, I earned an Executive MBA from George Washington University and led projects in IT consulting and strategy consulting—serving small businesses and Fortune 500 companies alike. Managing teams accountable for P&L across more than 65 products and services, I developed a specialty: working for Visionary executives and running their organizations — whether that meant turning around underperforming units, building the infrastructure for a rapidly scaling one, or both at the same time. Two of those turnarounds are documented in detail in the case studies.
In 2022 I turned fully to what I'd always loved: helping small businesses with their most challenging problems. I quickly moved into EOS Integrator services because of the natural fit with my background. Later, I added the 7 Stages of Growth™ framework to address a recurring challenge I saw in both EOS and non-EOS clients: how to quickly identify and resolve growth-related issues before they become large problems—and how to correct them when they're already present.
Before EOS had a name for it, I was doing the job.
For 25 years, I worked as the right hand to Visionary leaders — running their organizations, managing P&L across 65 products and services, building leadership teams that could execute without constant direction from the top. Turnarounds, rapid growth, PE acquisitions, first-of-their-kind technology deployments — in each case, my job was the same: take the Visionary's goals and build the organization, the accountability, and the discipline to achieve them. Two of those engagements are documented in full in the case studies — a PE acquisition turnaround that cut costs 42% and tripled the customer base, and an enterprise product recovery that turned a loss-making product into the company's largest deal in five years. Some of those engagements were rescues. Others were growth assignments — companies that were healthy but plateaued, needing the operational infrastructure to scale to the next level. Many were both.
When I discovered EOS, it gave me a shared language and a proven framework for what I'd spent a career doing. The tools accelerated the work. The instincts were already there.
From a PE-backed turnaround that cut costs 42% and tripled the customer base, to an enterprise product recovery that turned a loss-making product into the company's largest deal in five years — the work is documented.
Read the Case Studies →I'm comfortable with ambiguity and move quickly as soon as there's enough information to make a decision. I embrace change—in three of my roles, I implemented a "first of its kind" technology for my industry—and I'm comfortable with risk while managing it carefully.
In turnarounds, I've worked across complex human environments—including one with 19 different nationalities navigating significant organizational change. Whether the challenge is cultural, strategic, or operational, I work to find quick wins as part of a long-term plan for sustained growth.
And I never lose sight of the human side in stressful situations. Leadership is a competitive advantage—and it starts with treating people with the respect they deserve.
Accountable for results, with a bias for action and moving fast without breaking things.
I say what I mean—with tact. Honest feedback delivered with care.
Getting the organization to the right answer matters more than being the hero. The best idea wins.
Do the right thing, always. No exceptions.
"When J&G Aviation, LLC brought Kyle Spinks on as our Fractional COO and EOS Integrator in February 2025, we had struggled with profitability. Within ten months, that story had fundamentally changed. What stood out as much as Kyle's operational expertise was how quickly and genuinely he connected with our people — earning the trust and respect of our entire team. I recommend him without reservation."
"Kyle sees the big picture without losing sight of the details, and he can break problems into their root causes and guide teams to resolve them. I trust his judgment and ability to quickly identify what needs to be done and how to do it. I've worked with Kyle in two different roles over the last 10 years and would gladly do so again."
"Kyle is exceptional at identifying a problem, identifying what needs to be done to resolve it, the parties that need to be involved to get it done—and then gets it done. He is very talented at working across teams to ensure that there is clarity over the issues and driving to resolution. I have worked off and on with Kyle, including acting as his direct supervisor, for more than 20 years and consider him an excellent addition to any organization."
"Through working with Kyle for six years, I have been impressed with his leadership. He is continually looking to keep his team focused and on point while navigating through competing priorities to ensure that they are best placed for success. He is also exceptional working with multiple organizations and leading conversations/projects to achieve the company's strategic goals."
Let's have a conversation about your company's challenges and whether SCI is the right fit.
