I help executive leaders connect revenue, operations and customer experience—and turn clearer decisions into stronger business performance.
Working directly with the founder of this specialty food company, Mary looked beyond its expanding retail footprint to understand what was driving sales, how consumers were responding and whether distribution was supporting sustainable growth.
She examined retail performance, customer engagement, distributor relationships, pricing and the operating realities behind expansion. Her contribution was connecting those pieces, challenging assumptions and helping leadership make more informed decisions.
Getting a product onto a shelf is an accomplishment. Getting customers to buy it, come back for it, and build a sustainable business around it is what really matters. That's the difference between pursuing growth and understanding how growth actually happens.
Year-over-year revenue growth
Growth through a key Northern California distribution partner
Consecutive quarters of sequential sales growth, ending in a record third quarter
Selling pickle SKU in its category, across approximately 200 retail locations
Packaging repositioned alongside a $5 lower retail price point
Company-reported results under Today's Growth Partners' direction. Revenue and distribution-partner growth compare January–September 2026 with the same period in 2025; four consecutive quarters of sequential sales growth culminated in a record Q3 2026.
For a new Chick-fil-A store opening, Mary had two months to hire 135 people, train them on systems and establish standard operating procedures. The work brought staffing, training and operating standards together to prepare the team for opening—an example of building the capability a business needs to deliver on its next stage of growth.
Mary has created practical playbooks for businesses at their starting stages: a startup commercial sales agency playbook, a startup retail playbook and a commercial leadership playbook. Built for operators, each captures practical operating principles, leadership frameworks and strategic questions developed through real-world commercial experience.
Beyond Britt's, Mary has led revenue and performance work across TGP's client portfolio, spanning consumer brands, food producers, technology platforms and community foundations.
Columbia Gorge Organic · Sunrise Ranch · The Halo App · Petaluma Egg Farm · Nassau Candy · Ossip · Los Patios · Qwell Community Foundation
Mary helped bring the Pocket T to life at Gap — the pocket tee that became one of the company’s most enduring products — drawing on her understanding of customers and what sold in her store. The work reached founder Don Fisher and his wife Doris Fisher, and her commercial judgment led leaders at Gap and other organizations to seek her perspective on new opportunities.
Mary started EasyTech inside a Staples store she was leading, helping customers with their laptops. What began as a response to a customer need grew into a profitable service business for the organization.
Mary received the President's Award at Staples and was invited to meet CEO Ron Sargent to discuss the customer insights and innovative approaches behind her sales performance.
“What are you not seeing?”
Mary Douglas is Founder & Chief Performance Officer of Today's Growth Partners. She brings deep experience in sales, regional operations, customer experience and organizational performance to her work with owners, CEOs and executive teams—across organizations ranging from $1 million to $450 million, with workforces of 50 to 400 people.
The Gap · Macy's · Staples · Walmart · Emerging Consumer Brands
Her recent work includes Today's Growth Partners, her advisory practice MDC3 LLC, and regional human-resources leadership for two organizations.
She works alongside Brad Hayden, Chief Revenue Officer. Brad concentrates on revenue strategy, channels and partnerships; Mary focuses on the sales and operating performance, executive alignment and accountability that support delivery.
A business brings Mary in when something isn't adding up—or its next stage of growth requires a different perspective. Revenue may be slowing, expansion may be outpacing the organization's ability to deliver, or a significant opportunity may demand decisions leadership has not yet worked through.
She begins by listening, observing and asking questions that haven't been asked. Working directly with owners and senior leadership, she examines the connections between revenue performance, operating capability, customer experience and leadership decisions.
Mary brings forward the disconnects, missed opportunities and unnecessary complexity she sees. She helps leadership decide what needs to change, what deserves investment and what should stop—then establish priorities, align decision-makers and create a practical path toward measurable results. She stays engaged at the executive level to assess progress and help adjust course.
Her role isn't to run someone else's business. It's to help its leaders see more clearly, make better decisions and build an organization capable of achieving what they've been working toward.
Mary believes growth begins with a willingness to see things as they truly are—not simply as we want them to be. Her philosophy grew from witnessing the distance between what organizations say they stand for, what their leaders believe is happening, and what employees, customers and communities actually experience.
Truth Marketing begins before advertising: with authenticity, integrity, accountability and the courage to challenge assumptions. Are we delivering what we promise? Are we listening to the people who experience our business every day? Are our decisions supported by facts—or are we protecting what we want to believe? Are we creating real opportunities for people to succeed?
A methodology within Mary's executive leadership work—not a separate promise of business results.
Changing Frequency is a specialized, intensive exploration for executive leaders who need to get out of their own way, handled in the highest level of truth. Mary holds up a mirror to the beliefs, fears, assumptions, behaviors and personal narratives that influence how they lead and make decisions.
Through honest, sometimes uncomfortable conversations, she distinguishes facts from assumptions and asks leaders to examine whether their choices support their ambitions. The goal isn't to change who someone is, but to help them recognize what may be limiting them.
The aim is greater clarity, trust in their capabilities, responsibility for their choices, and leadership grounded in confidence, honesty and intention. Changing Frequency is ultimately about the relationship an executive leader has with themselves—because it influences every decision they make and every person they lead.
As Founder & CEO, Mary led Kindness To One Another from 2019 to 2022, delivering more than $80,000 in direct community assistance through partnerships and programs. It reflects a conviction that practical help and human connection can make a meaningful difference.
On July 11, 2019, Indianapolis station WTHR Channel 13 featured Mary's work. Mary Milz's story, “Indy woman spreads kindness through random acts,” highlighted the nonprofit's efforts to help people in need by paying bills.
Read the WTHR storyThrough Today's Growth Partners, Mary worked with VolunQueer founder Jacob Buck on a pro bono strategic case study focused on organizational growth, AI visibility, platform positioning, governance readiness, and the future of volunteering.
The work explores how volunteering may evolve as technology changes how people work, contribute, build experience, and connect within organizations and communities. The engagement expanded beyond traditional volunteer matching to examine broader opportunities around skills-based service, verified experience, workforce pathways, human connection, and the infrastructure needed to support meaningful contribution in an increasingly AI-enabled world.
Full case study available upon request.
“Seeing what others don't. Believing in what others can become.”
Mary's independence, resilience and attention to people were shaped long before her corporate career. Growing up without many of the advantages or support systems others take for granted, she learned that opportunity isn't always given—sometimes it has to be recognized or created.
Those experiences inform her belief in human potential, regardless of someone's circumstances, education or title. For Mary, compassion and accountability belong together: people deserve both the opportunity to grow and the honesty that helps them do it.
Where someone begins should never determine how far they have the opportunity to go.
An artist-placement concept in development, connecting creative work with businesses and hosts.
Mary has always loved horses, especially black stallions. To her, they represent untamed freedom, stamina, courage and a quiet inner power that does not need to announce itself to be known.
