What I Do
The best work happens when you're in it from the first "what if" all the way through to learning what actually landed. That's where I operate: uncovering what matters, shaping the architecture, and staying close to the people responsible for what comes next.
Strategy, planning, go-to-market. Sitting with leaders and working through what to build, what to buy, and what to leave alone for now.
Architecture, building, testing, getting it into the hands of real users. This is where you find out if the strategy was any good.
Paying attention to what actually happened. Feeding that back into better strategy, better products, and better ways of working. This is the part most people skip.
Continuous integration. Continuous delivery. Continuous learning.
Physics and engineering gave me the mental models. Playing Division I tennis taught me what it means to put in the work, day after day, when no one's watching.
Founded a company because I wanted to build something. The tech was good; the lesson was that technology alone doesn't solve a burning need. An MBA reframed everything: entrepreneurship as a discipline, business as a language, competition as a global stage.
A company scaling faster than anyone expected. I learned how to lead teams through what truly matters, how to find the right experts, and that strategy is a choice, not a result.
Consulting, enterprise-grade software, navigating organizational politics. Shifting from building to shaping solutions for the organization, not just the technology. The hardest problems are rarely technical.
At Red Hat, every previous chapter shows up. I've turned impossible timelines into outcomes people could accept, then leveraged that experience to improve our own products. Now I'm focused on something bigger: what consulting itself becomes when AI reshapes everything.
