Twenty years turning emerging technology into capability organizations can rely on.

I lead enterprise AI and automation work focused on one thing: moving emerging technology out of the experiment phase and into how work actually gets done. Over the past two decades I’ve worked across financial services, energy, technology, and consulting, helping organizations take AI from a promising pilot to a production capability with governance, standards, and an operating model behind it.

That has meant leading transitions from centralized delivery to hub-and-spoke enablement, standing up centers of enablement, and partnering closely with executives to line AI investment up against real business value and real risk. My experience spans generative AI, conversational AI, intelligent automation, and modern data platforms — with a strong bias toward delivery in regulated environments, where “it works” and “it’s safe to ship” are two different milestones.

Before the AI work, I co-founded and ran product and SaaS delivery practices — including full P&L ownership — building eCommerce and CMS platforms for enterprise clients. That grounding in shipping production software for paying customers still shapes how I think about every AI engagement: the demo is the easy part.

Today I’m focused on AI enablement, product-oriented delivery, and organizational change — and I’m especially drawn to roles where AI has to scale across teams, support real decisions, and become part of the everyday.