As COO, Trevor Bromberg translates strategy into capacity: who does what, when, and with which standards. He is the connective tissue between project teams and the systems that keep proposals, budgets, and schedules honest.
His engineering grounding shows up in how he thinks about workflow—he expects operations to support technical quality, not compete with it.
Growing firms face the same tension: more projects, same attention to detail. The COO role must protect throughput without letting reviews thin out or handoffs multiply errors.
Trevor builds repeatable processes—resource planning, internal checks, and clear ownership—so teams spend less time chasing status and more time solving design problems.