Executive Profile
Ian M. Bigelow
BA · MA · LSSBB · Assoc. AIA
Operational integration for distributed service enterprises — 35+ years building the doctrine, tools, and teams that make unified delivery possible at scale.
5315 Dunleith Lane
Spring, TX 77379
Executive profile
Most distributed service enterprises fail at integration — not because the technical work is hard, but because the leaders asked to unify them have been trained in one discipline and asked to orchestrate twelve.
Food services, environmental services, facilities engineering, water and wastewater, clinical engineering, capital projects, supply chain, safety and risk, laundry and linen — each has its own language, its own metrics, its own professional culture. Integration across them is not a technical problem. It is a doctrinal one.
My work for more than three decades has been to build that doctrine: the frameworks, the analytical tools, the standardized delivery systems, and the leadership pipelines that let distributed service enterprises perform as unified operations rather than confederations of specialists. I have done this as division executive inside national operators, as CEO of a multi-hospital cooperative healthcare laundry, as regional vice president scaling multi-state
portfolios, and as founder of my own practice.
What I bring is cross-disciplinary fluency, operational discipline at real scale, and a consistent record of building the systems that let others succeed after I have moved on.
Representative engagement types
Where the work lives.
I
Enterprise Integration Doctrine
Authored operating doctrine, governance frameworks, and delivery standards for distributed service enterprises. Translating strategic intent into execution architecture that survives leadership transitions and scales across sites.
II
Capital Project Oversight
Planning, design, RFP authorship, vendor selection, and execution for industrial, healthcare, and institutional capital projects. Cumulative career oversight exceeding eight hundred million dollars, with authored concept designs and engineered drawings on the majority.
III
Water & Wastewater System Consulting
Co-developed technical and chemical analysis protocols for sizing and scoping wastewater treatment systems for industrial denim finishing facilities internationally. Portfolio of more than one hundred fifty engineered proposals across eight countries, with proprietary analytical tooling.
IV
Turnaround Leadership
Operational and financial turnaround of distressed service entities. CEO-level responsibility for cooperative and multi-site operations, taking organizations from cash crisis to sustained profitability through process redesign, facility transitions, and workforce restructuring.
V
Proprietary Financial & Analytical Tooling
Designed and maintained proforma cost models, bid estimation systems, workload analytics platforms, and IWMS implementations across multiple employers. A consistent pattern of building the tools an operation needs when off-the-shelf options fall short.
VI
GAAP-Compliant Financial Modeling
Full-cycle proforma development for healthcare cooperative and industrial service entities, with ASC 360, 606, 835, 840, and 842 treatment across revenue recognition, lease accounting, and capital asset lifecycle.
Forthcoming doctrine
Outcome-Defined Enterprise Integration
A full-length operating doctrine for distributed service enterprises, codified from three decades of running integrated operations at scale — covering governance, delivery frameworks, implementation pathways, and outcome measurement.
ODEI is not theory. It is the codified output of running integrated facilities management portfolios across healthcare, industrial, commercial, and institutional environments — translated into a framework that distributed service enterprises can implement, measure, and scale without dependence on the author.
Forthcoming 2026 · Problem Solved Consulting, LLC
Selected career highlights
Measured outcomes, at scale.
$800M+
cumulative career oversight of capital projects across industrial, healthcare, and institutional infrastructure.
<2%
equipment downtime maintained across fifty-four industrial facilities nationwide, enabling thirty percent plus growth in processing capacity without corresponding capital expense.
$26M → $65M
regional revenue growth over two and one-half years years margin expansion from 6.5% to 21.3% with hundred percent client retention.
$0 → $3M+
turnaround of the Texas Medical Center Hospital Laundry Cooperative: negative cash-on-hand to sustained net profit exceeding three million dollars annually.
150+
engineered international water treatment and industrial drying proposals, with proprietary spreadsheet analytics and full engineering documentation.
Led 1,750
employees as President of Sanitors Services of Texas across one hundred sixty accounts representing more than thirty million square feet and more than thirty million dollars in annual revenue.
Credentials & affiliations
Formation.
Education
Master of Arts, Architecture
University of Utah · 1986
Bachelor of Arts, Education (Secondary)
University of Utah · 1984
Bachelor of Fine Arts, Theatre Production Design
University of Utah · 1983
Certifications & Affiliations
Lean Six Sigma Black Belt
David Eccles School of Business · 2016
Associate AIA
American Institute of Architects · Current
Project Management Professional (PMP)
Project Management Institute · 2013–2016
Contact