My approach
A project needs more than a good idea. It needs clear responsibilities, usable information and a workable sequence of decisions and actions. I bring those pieces together and follow the work through.
The premise
Owning a business made the connection between a commitment and its consequences very concrete. Client work, financial administration, vendors and routine decisions all needed attention. A good plan mattered only if it could be carried out.
I bring that perspective to project coordination and operations: understand the intended outcome, identify the constraints and take responsibility for the work within my remit. Resolve what I can, prepare what needs a decision and make the next step clear.
How I work
The method
My scientific training shaped the way I approach operations: define the question, gather what is observable, separate fact from assumption and resist the conclusion you were hoping to find.
That method shows up in practical work. Reconstructing a property history can reveal a constraint that needs professional review before an acquisition decision. Comparing records can expose a gap in the information behind a plan. The useful output is a clear account of what is known, what remains uncertain and what needs to happen next.
Build an operation people can rely on, with clear responsibilities and work that gets finished.
What this looks like in practice
As owner of Richard D. Graham, LLC, I managed my own business administration and client delivery. For a solar energy client, that included bookkeeping and payroll, customer financing applications, vendor accounts, supply orders, permit applications, staff training and technology support.
In private development, I coordinated contracts, property due diligence, financial administration and municipal matters across multimillion-dollar projects. I also designed and directed an AI-assisted estimate-to-proposal workflow, with my review of pricing and scope before client delivery.
At Merck, I helped establish a new research facility by coordinating site operations across scientists, facilities, IT, AV, security and vendors. I forecast and tracked site expenses and supplies and supported budgeting and procurement.
At Columbia University, I built the corporate sponsorship program for the 250th anniversary, developed fundraising plans and sponsorship strategies, and maintained a pipeline of more than 100 corporate prospects.
My work brings together business operations, project delivery and practical process improvement. This is the perspective I bring to colleagues, leaders and professional relationships.