Colin Emberson

About Colin Emberson

Over the past 22 years I have operated inside three distinct ownership environments: a publicly traded multinational, a private equity carve-out that ran directly into a pandemic-era restructuring, and a post-Chapter 11 privately held platform. Across those environments I built the digital and commercial platform that powers the business and steered it through a Chapter 11 and two ownership transitions. That range is the lens I bring to every value creation mandate.I do this by building the operating infrastructure that makes value creation repeatable: pricing systems, commercial technology, performance cadence, and the governance structures that keep leadership teams aligned on what actually moves EBITDA. I have done this across both capital-intensive and asset-light environments, and under conditions ranging from rapid growth to active restructuring.When strategy and execution drift apart, the gap shows up everywhere: in decisions that take too long, technology that serves processes rather than performance, and operating models that reflect where a business has been rather than where it needs to go. Closing that gap is where I do my best work.The result is organizations where strategy, technology, and operations execute against a single clear thesis, leadership makes faster decisions with better information, and boards have real visibility into the levers driving performance.• Scaled revenue from $10M to $150M through pricing modernization, distribution redesign, and disciplined go-to-market execution• Delivered material EBITDA improvement through operating model redesign, cost discipline, and commercial infrastructure rebuild• Shifted a capital-intensive operating business to an asset-light model, unlocking $10M+ in new high-margin annual revenue• Eliminated $3M+ in annual cost through technology consolidation, AI-powered automation, and structural simplificationI own the outcome. I partner with boards and sponsors on strategy, drive execution across the organization, and maintain accountability when conditions change. I am most effective when the mandate is complex, the timeline is compressed, and the margin for misalignment is low.

Experience

1. Vice President of Commercial Operations

   Coach USA

   Nov 2024 — Present

   Retained following Coach USA\'s Chapter 11 emergence and ownership transition to lead enterprise value creation across five core business segments. Own the commercial, technology, and operational mandate with direct accountability to the CEO and board. Chair the Capital Investment Committee, setting investment priorities and governance across technology, fleet, and infrastructure and ensuring every capital decision connects directly to value creation.• Launched international market expansion into Mexico, extending the platform into a new geography under an asset-light operating model.• Introduced yield-based pricing models across two business segments, delivering material revenue uplift and improving competitive positioning.• Modernized the commercial technology stack through SaaS pricing automation and CRM integration, improving forecasting accuracy and pipeline visibility.• Established KPI-driven governance linking commercial execution to value creation levers and capital discipline across the portfolio.• Built a GTM execution roadmap aligned to the investment thesis, unifying product, technology, and customer operations into a single operating model.

Education

• Monmouth University

  Master of Business Administration - MBA

• Monmouth University

  Bachelor of Science - BS