Benjamin J. Sunter

Senior Business Operations & Strategic Execution

I turn executive priorities into operating plans, resource decisions and execution systems that deliver measurable business results.

I've built planning and operating mechanisms for multi-billion-dollar businesses, driven revenue growth across Google's publisher advertising products, and coordinated programs spanning 150+ teams and 200+ stakeholders.

Target rolesSenior Business Operations Strategic Operations Chief of Staff

  1. Accenture2016 – 2021 Built and ran a merger integration PMO.
  2. Google2022 – 2025 Partnerships planning, then selling to publishers.
  3. Included Health2026 Launched a new line of business and ran the cost program behind it.
Benjamin J. Sunter
View experience Explore case studies Download resume
Operating scope
Proof at a glance

Three results, and how each was measured

Case studies

What I owned, and what changed

One problem each for planning, revenue and execution. The full write-ups include what I got wrong.

Planning and resource allocation

Getting cost numbers to people in time to act on them

Included Health · 2026 Full case study →
Problem
Many initiatives under a multi-million-dollar cost-of-revenue target had been sized on someone's say-so, and unit cost reached operators too late in the year to change anything but headcount.
What I owned
The portfolio from the day I took it over: its intake, its operating cadence and the sign-off chain across operations, workforce management and finance.
Mechanism
Operators size each initiative in their own metrics, workforce management converts it to FTE and finance converts FTE to unit cost. Weekly execution pulses, with monthly forecast and workforce-model locks.
Result
Initiatives with a quantified impact went from 54% to 100% in two weeks. Workforce management could turn each one into FTE, and planning cycles closed 25% faster than the year before.
Revenue and commercial execution

Giving sellers a number they could pitch

Google · publisher partnerships Full case study →
Problem
Sellers had the target list but couldn't tell a publisher what the opportunity was worth, so it kept losing to pitches that came with a number.
What I owned
pGTM asked me to connect product's evidence to the sellers. I built the data layer, wrote the case study with product and designed the competition.
Mechanism
A SQL and Looker layer joining pipeline and CRM data to product adoption, a measured dollar figure per publisher from Impact Experiments in Ad Manager 360, and a Q3 sales competition with a live leaderboard.
Result
8-figure incremental revenue against target. pGTM adopted the approach globally, and EMEA and APAC were running their own versions within days.
Large-scale execution

Building a PMO for a deal that hadn't closed yet

Accenture · $26.5B telecom merger Full case study →
Problem
More than a dozen vendor teams each tracked milestones their own way. Nobody could see real status without asking each team, and launch deployments kept missing their dates.
What I owned
Governance for 24 workstreams under 16 VPs, none of whom reported to me, and the integrated plan for 60+ projects.
Mechanism
A near real-time Tableau view of every code drop by release, initiative and team, with acceptance gates that needed sign-off from each team a drop affected. The reports went to the CIO.
Result
On-time deployments went from 74% to over 95% in under three months. The architecture review process I designed re-checked 52 projects after a months-long regulatory hold and avoided an estimated $2M of test remediation.
How I operate

How I turn strategy into execution

The same five steps every time: frame the decision and who owns it, model the constraints, diagnose what's holding everything up, intervene where it pays off soonest, and operationalize it with an owner and a number to track. The simulator runs these steps end to end →

200+stakeholders, one plan

A plan every team signs up for

I build the plan with the teams instead of handing it to them. At Google that meant annual planning and budget across seven teams; at Included Health, an OKR framework the COO adopted into the next year's plan.

56initiatives in one cadence

Keeping big programs on track

Weekly forums and VP reviews that kept 56 initiatives across four product areas moving at Google.

11,000+user stories tracked

Reporting people rely on

I build the reporting myself, in SQL, Looker, Tableau or Power BI, so the plan and the review run on the same numbers.

5tools built and shipped

Tools, when the right one doesn't exist

If a plan needs a system that isn't there, I build it. The ones built for planning are under Builds, below.

02Experience

Three companies, ten years

Jan 2026 – Sep 2026
Remote

Business Operations Manager

Included Health
27 daysWhite paper to live offering
5 monthsManual operations to digital-first
Two thirdsLabor cut per case on outreach

What I got wrongI built a claims-based signal to speed up client launches. It cut conversions in half, and I shut it down two weeks after shipping it.

Scope, decisions and outcomes 4 items

The briefLaunch a new line of business, and show the cost of running the work early enough in the year to do something about it.

Scope

  • New line of business
  • Cost-of-revenue portfolio
  • OKR architecture
  • Enterprise book
  • Workforce planning
  • Launching a new offering. Took a new line of business from white paper to live in 27 days, then spent the next five months scaling it across our enterprise book and moving its manual operations to a digital-first model.
  • Cost-of-revenue portfolio. Took over a scattered, multi-million-dollar workstream and had its operating cadence running in seven days. Within two weeks, initiatives with quantified impact went from roughly half to all of them. That gave workforce management what it needed to translate initiatives into FTE impact, and planning cycles closed noticeably faster than the year before.
  • Executive governance. Wrote the OKR and goal-setting framework that went to the COO, moving the company from tracking activity to tracking outcomes. It was adopted into the following year's operating plan.
  • Structural cost takeout. Automated manual outreach into warm inbound routing, cutting labor per case by about two thirds and surfacing several million dollars in uncommitted opportunity.
Jan 2022 – Dec 2025
Mountain View, CA

First Party Data Solutions Consultant

Google Global Partnerships · also Program Manager, Sellside Partnerships
8-figureIncremental revenue from the targeting system
234%Of H1 2025 quota, top regional performer
>20% y/yARR per FTE across the 200-person org, three years
Scope, decisions and outcomes 7 items

The briefGet a fragmented regional partnerships org planning, selling and reporting as one business.

Scope

  • 7 vertical teams
  • 20+ sub-teams
  • 200+ stakeholders
  • 56 initiatives
  • 30+ Fortune 100 publishers
First Party Data Solutions Consultant · Jul 2024 – Dec 2025
  • Pipeline analytics to revenue. Built the SQL and Looker layer that joined sales pipeline and CRM data with product-adoption data, then designed a Q3 sales competition on top of it. It drove eight-figure incremental revenue against target and a peak of 256% quarter-over-quarter pipeline velocity, and pGTM adopted the approach globally.
  • Product adoption. Helped 30+ Fortune 100 publishers adopt privacy-safe first-party data products across web, app and CTV, generating nine figures in incremental annual revenue.
  • Quota. 234% of my H1 2025 quota with 92% client satisfaction, the top performer in my region.
Program Manager, Sellside Partnerships · Jan 2022 – Jul 2024
  • Business operations. Ran annual planning, budget and execution for the multi-billion-dollar Americas Sellside Partnerships business: 7 vertical teams, 20+ sub-teams and 200+ stakeholders.
  • Execution governance. Kept 56 initiatives across 4 core product areas on track through weekly cross-functional forums and VP QBRs.
  • Speaking. Represented Google as the speaker at a co-branded LiveRamp executive summit in New York, briefing 20+ agency buyers on app addressability and identity.
  • Operational excellence. Led the regional OpEx program, which grew ARR per FTE across the 200-person Americas org by more than 20% a year for three years.
Oct 2016 – Feb 2021
Seattle, WA

Program Manager

Accenture
$26.5BTelecom merger integration
24Workstreams under 16 VPs
190+Applications retired in 12 months
Scope, decisions and outcomes 3 items

The briefBuild the operating structure a five-year integration would run on, before the deal had even closed.

Scope

  • 16 VPs
  • 60+ projects
  • 150+ delivery teams
  • 11,000+ user stories
  • 4 direct reports
  • Merger integration. Engagement lead on a $26.5B telecom merger, running governance for 24 workstreams under 16 VPs and the integrated plan for 60+ projects from design through testing.
  • Governance and reporting. Designed and ran the architecture compliance review and the Tableau reporting behind it. In five months, 150+ delivery teams working across 190+ applications designed 600+ features through it, with automated tracking of health, progress and risk across 60+ projects and 11,000+ user stories.
  • Team leadership. Ran business operations for the consulting unit with four direct reports, across 24 domain teams and a dozen vendors.
2016
Gainesville, FL

B.S. Industrial & Systems Engineering

University of Florida

Lean Six Sigma Green Belt · Google Project Management Certificate

Builds

Independent builds and experiments

Tools and writing I make on my own time, grouped by the problem each one is for.

3 tools

Operating and analytical tools

Models for operating decisions. The simulator plays a year forward with capacity, hiring lag, budget and delayed effects. Headroom sizes a team when the forecast will be off. Did it work? checks whether a change moved the number.

3 articles

Writing

Operating questions that usually get decided on gut feel.

2 tools

Spreadsheet tools

Free tools for Google Sheets. Both pull every comment thread out of a spreadsheet, with its tab, its cell and its replies.

3 projects

Side projects

A job pipeline I run every morning, an experiment in tracing what an event changed, and a journaling app on Google Play.

03Outside work

A bit about me

Ben Sunter holding a cheerleader overhead on one arm during a game at Ben Hill Griffin Stadium
The Swamp, 2012.
Ben Sunter above the Virgin River valley, Zion National Park
Above the Virgin River valley in Zion.
Contact

Let's talk

I'm looking for a senior business operations, strategic operations or chief of staff role, in Denver or remote. Email reaches me fastest.

sunterbb@gmail.com Resume (PDF) LinkedIn
Roles
Senior Business Operations, Strategic Operations, Chief of Staff
Based
Denver, Colorado. Open to remote.
Code
github.com/bsunter93