high value on cultural fit—leaders who can thrive within Central’s entrepreneurial environment where business units take the lead. We also have ample liquidity and the flexibility to pursue
attractive opportunities. But our approach is not about simply adding businesses; it’s about improving them. When we bring a company into Central, we integrate its strengths, invest in it, and look for synergies across our portfolio. Tat discipline has created consistent value over time and broadened our investor base, at- tracting shareholders who view us as thoughtful operators and long-term value creators.
We know you value the entrepreneurial spirit in employees. How do you keep that spirit alive in a large company and how has it influenced your company structure? At Central, we empower people to run their businesses with au- tonomy while giving them the resources of a larger organization. My philosophy is to hire exceptional talent, trust them, and let them lead. Tat entrepreneurial spirit thrives when people take owner- ship and are accountable. Structurally, we run a business-unit-led model, where operators are encouraged to think strategically, act with agility, and innovate like a startup—but with the backing of a scaled consumer packaged goods company. It’s a balance of empowerment and support that keeps our culture vibrant.
What advice do you have for investor relations professionals and chief financial officers looking to move up to higher positions in their companies, ultimately to become the CEO? First, truly understand the business—beyond the numbers. Spend time in the field, in operations, with customers. Second, develop leadership skills: hire great people, delegate, and build trust. Finally, don’t be afraid to raise your hand. For a long time I thought of myself as a CFO, but after onboarding multiple CEOs and teaching them about Central, I realized I could lead the company myself. So for aspiring CFOs and IR leaders, combine financial acumen with strategic insight, operational exposure, and people leadership.
How can investor relations add the most value to your leadership team? By being the voice of the investor inside the company. IR can translate market sentiment into actionable feedback, making sure leadership understands how our story resonates externally. Tey also add value by ensuring consistency between what we say publicly and how we execute internally. Good IR helps keep us aligned, credible, and investor focused.
What are the key ingredients to a compelling investor narrative? Authenticity, clarity, and proof of execution. A strong narrative connects our strategy—what markets we play in, why we win, and where we’re headed—with tangible results. Investors respond best when the story is straightforward, data-backed, and consistent over time. For Central, that means highlighting our leadership in the pet and garden industries, our disciplined M&A track record, and our culture of entrepreneurship and innovation.
You have a strong sports background, including as an Olympic swimmer. What did you learn from that experience that helps you as a CEO? Swimming taught me discipline, resilience, and the value of hard work. At the elite level, success comes from relentless preparation and the ability to handle setbacks without losing focus. Those lessons carry over into business—whether it’s staying committed through tough cycles or pushing through challenges to achieve long-term goals. It also reinforced the importance of teamwork. Even in an individual sport like swimming, you rely on coaches, teammates, and support systems, just as you do in business.
How do you balance the competing demands of your personal and professional life? For me, it comes down to staying active and prioritizing fam- ily time. I love sports, working out, and being outdoors, and I especially enjoy watching my kids compete in soccer and track. Staying connected to them keeps me grounded and reminds me why the work matters. The balance isn’t always perfect, but being intentional about carving out time for family and health makes me a better leader.
If you weren’t CEO, what would you be doing? I’ve always wanted to be part of building something meaningful. If I weren’t CEO, I’d probably still be working in a role where I could help improve businesses, coach leaders, and create value—maybe running another consumer-focused company or working closely with founders. I’ve always enjoyed solving problems and driving growth.
Where is your happy place? My happy place is simple—being outdoors with my family. Whether it’s watching my kids compete, enjoying California’s weather, or just staying active, that’s where I feel most at peace. IR
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