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Mark Palmer Video Gallery_final.mp4

Turning Enterprise Complexity
Into Measurable Performance

Mark Palmer brings entrepreneurial thinking, operating discipline, and proven discernment for businesses at pivotal points of transformation, modernization, and growth.

Exploring President, COO, CEO, CSO, board, and other leadership opportunities.

Proven at Enterprise Scale

$2B+

In Capital & Revenue Influenced

7 + 3

7 Turnarounds & 

3 Exits

2.8x+

EBITDA Multiples

Proven Expertise in Business Turnarounds, M&A, and Exits

AI

Connecting Business, Process & Technology From Legacy Automation to Emerging AI

Core Capabilities

Mark Palmer builds and transforms complex, regulated businesses. Across President, COO, CEO and CSO roles, he brings an entrepreneurial mindset to connecting revenue, operations, sales, technology, talent and capital, delivering stronger growth, modernization and enterprise performance.

Revenue Growth &

GTM Strategy

Rebuilding sales and go-to-market models, restoring profitability and creating sustainable growth across mortgage, fintech and adjacent financial-services businesses.

Sales & Operating

Performance

Aligning sales, fulfillment, finance, cost structure, risk and talent to improve margin without losing control or customer focus.

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AI & Digital

Transformation

Applying automation, digital workflows and operating technology to improve decisions, economics and execution, not simply to produce another roadmap.

Capital Strategy & Organizational Design

Connecting capital, technology, structure, leadership and regulatory requirements so growth is supported by the right operating model and investment decisions.

Highlights

Franklin Loan Center

Improved margin 28%, increased sales 8%, reduced defects 79% and eliminated more than $1M in recurring costs during a contracting market.

MPGroups

Completed more than 60 engagements spanning turnarounds, growth strategies, operating improvements, capital formation and exits.

Integra Pacific Mortgage

Led the business from zero to one, growing, diversifying, and ultimately selling it across a seventeen-year ownership and operating arc.

If your business is preparing for its next stage of revenue growth, modernization or change, I welcome a conversation. The complicated problems are usually the interesting ones.

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