Christopher Hays leads operations at Greyson Jámes & Associates, where he is responsible for engagement delivery, capacity planning, and the operational flow that makes the firm itself run.

He came to this role through Harvard Business School and a career inside the operating engine of professional-services firms, with a single guiding belief: a firm that sells operating-model design has to operate as well as the models it sells. He applies the same Lean Portfolio Management and Agile Value Delivery System principles GJA coaches its clients on — flow metrics on internal work, capacity governance across active engagements, financial-operational alignment between revenue and delivery — so the cross-functional choreography that turns every consultant’s calendar into productive delivery time stays sharp.

For Christopher, the firm itself is the highest-leverage product GJA will ever build, because every other thing the firm does depends on it working. He runs operations through continuous instrumentation, weekly governance rhythms, and tight coordination with each of the other C-suite functions. Capacity reallocation happens in real time, operational decisions are documented and reversible, and the firm’s operating model gets sharper every quarter through the same continuous-improvement discipline the firm teaches.

Christopher holds a Bachelor of Arts in Economics from Princeton University, a Master of Business Administration from Harvard Business School, and a Six Sigma Black Belt certification from the American Society for Quality. Outside the office, he is a long-distance runner, an occasional jazz pianist, and a devoted New York Times crossword solver.

Victoria Li leads experience at Greyson Jámes & Associates, where she owns the client journey, employee experience, and the outcome measurement that proves engagements delivered the value the firm promised.

She came to GJA from the University of California, Berkeley Haas School of Business with the conviction that experience cannot be a quarterly survey. The way clients experience the firm — every email cadence, every handoff, every meeting framing — is GJA’s quietest but most consequential differentiator. To do this work well, Victoria stays close to clients themselves: discovery conversations, mid-engagement check-ins, post-engagement debriefs. She does not believe in designing what clients experience without first understanding what they actually feel.

Her function runs on real-time sentiment monitoring across the firm’s communications, structured experience experiments across engagement cohorts, and tight loops with the COO function on how operational decisions affect client signal. Employee experience is part of the same scope, because the consultants who deliver the firm’s work are the same people whose experience determines whether GJA sustains its talent over time. For Victoria, the two are inseparable.

Victoria holds a Bachelor of Science in Cognitive Science from Stanford University, a Master of Business Administration from the University of California, Berkeley Haas School of Business, and a Certificate in Human-Centered Design from IDEO U. Outside the office, she is a ceramic artist, an urban photographer, and an aspiring vegan baker — by her own admission, the bread is fine and the croissants are aspirational.

Jayton Mitchell leads growth and revenue at Greyson Jámes & Associates, where he is responsible for demand generation, sales operations, and the revenue strategy that funds the rest of what the firm does.

He brings to the role a conviction sharpened at the Stanford Graduate School of Business: growth functions should run on the same operating principles the firm sells. That means running Marketing-as-Product and Sales-as-Product inside GJA itself, instrumenting the funnel in real time, and treating revenue as an outcome to compound rather than a forecast to hit. Because his function is structurally outward-facing, Jayton spends significant time with prospects, partners, and existing clients — Marketing-as-Product and Sales-as-Product require continuous customer signal, and that signal comes from real conversations as much as from dashboards.

His function runs an account-pod structure for prospect engagement, continuous outcome alignment with portfolio strategy, real-time funnel instrumentation that surfaces opportunities within hours, and tight coordination with the CXO function so prospect experience and client experience stay consistent end-to-end. There are no quarterly QBR-based pipeline reviews. Growth capacity gets reallocated continuously, based on signal, the same way the firm coaches its clients to reallocate delivery capacity.

Jayton holds a Bachelor of Science in Economics from the London School of Economics and Political Science, a Master of Business Administration from the Stanford Graduate School of Business, and a Certified ScaleUp Practitioner credential from the Growth Institute. Outside the office, he is a marathon runner — eight completed, currently working on a Boston qualification — a vintage motorcycle restorer, and an active mentor for first-generation business students.

Alia Mendez leads technology at Greyson Jámes & Associates, where she is responsible for the A.I. substrate that runs the firm, the internal platforms the firm’s consultants use, and the technical foundation everything else operates on.

She brings to the role a belief earned through engineering training at the Massachusetts Institute of Technology and an MBA from the same institution: a firm selling A.I.-driven transformation has to actually run on the substrate it teaches. That means the platforms, instrumentation, observability, and engineering discipline you would expect inside a serious technology company, applied to a consulting firm’s operating model. Every other C-suite function — operations, experience, growth — runs on systems Alia has built and continues to evolve.

Her function treats platform engineering as a first-class discipline, runs observability and Site Reliability Engineering practices on every internal system, continuously evolves the A.I. substrate the other functions depend on, and stays in tight loops with the COO on engagement instrumentation. Alia thinks in terms of long-lived systems and reversible decisions, because the firm’s operating model is the architecture she is most accountable for.

Alia holds a Bachelor of Science in Computer Science from the Massachusetts Institute of Technology, a Master of Science in Engineering from the Massachusetts Institute of Technology, and a Master of Business Administration from the Massachusetts Institute of Technology Sloan School of Management. Outside the office, she is a rock climber with a preference for multi-pitch trad routes, a classical guitarist, and an active open-source contributor with a particular interest in distributed-systems projects.