Mark J. Pulaski

Operations · Finance · Strategy
Mark J. Pulaski
Twenty years leading businesses at the intersection of operations and finance — fifteen of them carrying direct P&L and operating accountability. I understand the financial outcome, get underneath the operating drivers, and lead the execution required to change it. Analytics, intelligence, and asset management extend that perspective — connecting what happens inside the business to the decisions made by leadership, ownership, and capital.

Connect
Lead with Courage. Execute with Excellence. Deliver Legendary.
The Path
Built Across Both Sides of the Business
My career was built from the operating floor outward — first leading operations and P&Ls, then expanding into finance, FP&A, business intelligence, and asset management. That progression gives me a perspective that is difficult to develop from either discipline alone: I understand what the numbers are saying and what has to happen inside the business to change them.
Operations
Fifteen years of direct operating leadership with P&L, people, growth, and performance accountability.
Finance
FP&A, budgeting, forecasting, financial operations, and performance management connecting operating activity to financial outcomes.
Intelligence
Analytics, BI, and decision systems that identify what is happening, isolate the drivers, and focus action where it matters.
Asset Management
Asset management, capital partner reporting, investment modeling, and financial analysis connecting operating performance to ownership decisions.
The sequence is the advantage. I learned the business by operating it first. Finance taught me how performance translates into economic outcomes. Analytics gave me the tools to see the drivers faster. Asset management added the perspective of ownership and capital. Together, they allow me to connect strategy, numbers, and execution.
The BRIDGE
Financial Outcomes Have Operating Causes.
Finance tells us what happened, what is likely to happen, and the economic impact. Operations tells us why it is happening, what needs to change, who owns it, and how to execute. My work has consistently lived between the two.
FINANCE
What happened?
What will happen?
What is the economic impact?
OPERATIONS
Why is it happening? 
What needs to change? 
Who owns it?
How do we execute?

Analytics and intelligence strengthen the bridge — turning information into priorities, accountability, and action.
Capabilities
Where I Create Value
I work across the disciplines that determine enterprise performance: operations, finance, asset management, and intelligence. The value comes from connecting them — identifying the financial outcome, understanding its operating drivers, and translating that understanding into decisions and execution.
OPERATIONS & PERFORMANCE
P&L leadership · Performance improvement · Revenue and margin growth · Organizational accountability · Change execution
ASSET MANAGEMENT & CAPITAL
NOI and DSCR performance · Capital partner reporting · Acquisition and refinancing analysis · Investment modeling
FINANCE & FP&A
Budgeting · Forecasting · Financial operations · Variance and margin analysis · Scenario modeling · Executive decision support
INTELLIGENCE & DECISION SYSTEMS
Business intelligence · KPI architecture · Enterprise reporting · Analytics · Automation · AI and technology adoption
Impact
The Work, Measured.
Operating performance. Financial impact. Enterprise leverage.
35.5%
NOI Growth — Grew net operating income on a sub-portfolio under direct management, with operating margin expanding 305 basis points.
89%
Turnaround Revenue Growth — Year-over-year revenue growth on a site-level turnaround — 68% to 100% capacity, net loss to net gain in under two years.
11.9M
Exposure Identified — Revenue exposure and recoverable margin leakage surfaced across the platform before it hit reported results.
70%
Price-Driven, Not Volume — Proved the earnings inflection came from pricing and mix discipline, not a volume recovery, via two-factor decomposition reconciling to zero variance.
83%
Reporting Cycle Reduction — Weekly reporting time dropped from 12 hours to under two through systems redesign.
613
Hours Reclaimed Annually — Recovered through automation and intelligent systems design across twenty workstreams.
6.9x
Effort Leverage — Manual-baseline hours delivered per hour actually spent.
39x
ROI on BI Infrastructure — 28x–39x return on the business intelligence infrastructure.

M&A proformas, sensitivity models, and capital partner narratives built into decisions ownership actually made — not reports filed and forgotten.
CAPITAL
Decisions Built on the Numbers
Where operating performance meets asset value — acquisition modeling, capital analysis, and debt structuring built to inform ownership decisions.
$2.60M — Five-Year Upside Quantified
Cumulative operating income upside modeled on an acquisition proforma — margin expansion from 19.5% to 26.8% by Year 5, $16.2M implied asset value. Five of the modeled levers were adopted into the revised deal model.
$15.99M — Refinance Structured
Built a DSCR and covenant model spanning two debt tranches, tested against competing counterparty term sheets — caught eight material errors before close, including one exposing a $1.06M equity shortfall ownership hadn't seen.
Analysis that gives ownership greater clarity before capital decisions are made.
Insights
Practitioner-Level Thinking
Perspectives shaped by operating businesses, managing financial performance, building decision systems, and working with ownership and capital — not theory from the sidelines.
Accountability Is an Operating System
Why performance improves when priorities are clear, ownership is explicit, and leaders create a consistent cadence for execution.
The Capital Partner Reporting Gap
Why operating reports often fail at the ownership level — and what investors, lenders, and capital partners actually need to make decisions.
Lasting Adoption for AI & Technology
The gap is rarely the technology. It's whether the organization actually changes how it decides — and how to close that gap deliberately.
Bridging Operations & Finance
What it takes to connect financial outcomes to their operating drivers — and turn that understanding into priorities, accountability, and action.
Speaking
Bridging the Gap in Person
On stages, panels, and podcasts — bringing a practitioner's perspective on operations, finance, leadership, technology, and the decisions that connect them. Speaking is one of several ways I move ideas.
1
FSLA Conference
Speaker: "Every Decision Has a Financial Impact "
2
AgeTech Connect
Panelist: "Beyond Go-Live: Creating Lasting Adoption for AI & Technology Initiatives"
3
Site Leadership Conference
Speaker: "From Insights to Impact"
4
Organizational Leadership Conference
Speaker: "The Five Things"
5
Small Business Council
Speaker: "Transferable Skills"
6
Operator & Ownership Sessions
Regular presenter to operators, ownership groups, and leadership teams across different sectors
7
Recurring Topics
Turning data into decisions · Closing the capital partner reporting gap · Lasting AI adoption · Bridging operations and finance.
Connect
Let's Connect
I’m always interested in substantive conversations about operations, finance, leadership, performance, technology, and the decisions that shape businesses. Whether the opportunity is to lead, advise, speak, or simply exchange perspectives — let's connect.
EXECUTIVES, OPERATORS & OWNERS
Leaders navigating growth, performance, transformation, and complex operating decisions.
CAPITAL & INVESTMENT
Owners, investors, lenders, and partners evaluating operating performance, asset strategy, and capital decisions.
SPEAKING & MEDIA
Conferences, panels, podcasts, and leadership sessions where practitioner experience adds depth to the conversation.

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Lead with Courage. Execute with Excellence. Deliver Legendary.

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