Thirty years of building technology that sticks, from electrons to executive strategy. I help SMB, mid-market, and enterprise organizations modernize how their teams actually work, then ship the technical execution to get them there.
I started in the wires. Cable runs in network closets, command-line debugging, weekend cutovers at three in the morning because that was when the maintenance windows landed. Thirty years later I still know what's actually happening at the infrastructure layer when an enterprise architect waves their hands at a Visio diagram. That foundation matters, because most of the AI and digital transformation work I do today still grounds out at infrastructure, identity, and data flow. Strategy that ignores those layers does not ship.
The career arc moved from infrastructure to solutions architecture to advisory and IT leadership roles. Same throughline the whole way. I get called when the existing approach has stopped working and the team needs someone who can both think strategically about where to go and ship the technical work to get there. Bridge-builder, not specialist.
What that looks like in a real engagement: a mid-market CFO knows their team needs better tooling but does not know which AI investments will actually move the business and which are theater. I help leadership separate the two. Then I work with their people to adopt the tools that survived the cut, without throwing the existing org chart in the trash. Pragmatic, not utopian. Outcomes first.
Today's work centers on Workplace Modernization for SMB, mid-market, and enterprise organizations. AI Adoption is one of two primary execution paths, the other being Digital Transformation of the underlying systems and processes. Both methods serve the same goal: a workplace where employees are more productive, processes are more efficient, and the organization can actually compete at the speed the market now expects.
I am based in Chicago and work primarily remotely with travel as engagements require. The longest client relationships I have had run six to eight years because I do what I said I would and tell the truth about what is working and what is not.
Background and approach
Industries I have worked across include financial services, public sector, healthcare, SMB technology, and professional services. Each one has its own regulatory posture, its own legacy stack, its own pace of change. The pattern is consistent across all of them: someone at the leadership table has decided the way they are working today will not get them to where they need to be in eighteen months, and they need outside help to figure out what to change and how to change it without breaking what currently works.
My job is to be useful at both ends of that. I can sit in the strategy conversation with the executive sponsor and design the roadmap. I can also sit at the keyboard at two in the morning during a critical migration and write the PowerShell that unblocks the team. Most consultants who can do the first cannot do the second. Most engineers who can do the second do not get invited to the first. The combination is the differentiator.
The current AI moment in particular is full of people who can write impressive slide decks about agentic workflows but cannot actually wire one up. There is also no shortage of engineers who can ship a working prototype but cannot explain to the CFO why the prototype matters. I work in the gap between those two failure modes. That is what I am being paid for.
Working together
Currently taking on a small number of engagements per quarter to ensure each one gets the attention it deserves. Reach out early in your evaluation process so we have time to talk through fit before commitments need to be made on either side.