Work
I work with executive teams on high-stakes technology decisions—particularly where AI, architecture, and organizational complexity intersect.
AI Strategy & Integration
Helping organizations move from AI experimentation to production systems that create real value. This includes defining where AI makes sense in your context, identifying risks before they become problems, and building the organizational capability—not just technical capability—to sustain it.
Typical engagements: AI strategy development, LLM integration planning, build-vs-buy analysis, AI governance frameworks, technical diligence on AI capabilities.
Enterprise Architecture
Making architecture decisions that will still make sense in five years. This work often involves platform strategy, system modernization, and technical due diligence—particularly in M&A contexts where understanding the real state of technology assets matters.
Typical engagements: Architecture reviews, platform strategy, technical due diligence, cloud modernization planning, integration architecture for acquisitions.
Complex Transformation
Technology initiatives that require organizational change—not just technical change. Bridging the gap between what the technology can do and what the organization can absorb. Often the hardest part of major technology programs isn't the technology itself.
Typical engagements: Technology transformation strategy, operating model design, change readiness assessment, executive alignment on technical direction.
Board & Executive Advisory
Ongoing advisory relationships with CEOs, boards, and executive teams who want a trusted perspective on technology strategy. Someone who can help translate between technical reality and business decision-making without an agenda.
Typical engagements: Board-level technology advisory, CEO advisory on AI and digital strategy, fractional CTO or technology advisor arrangements.
Related Writing
These themes show up repeatedly in the writing archive, with more concrete examples of where enterprise AI programs succeed or fail.
How I work
I work directly with decision-makers. Engagements are typically short, focused, and high-impact rather than drawn-out programs with large teams.
I don't bring a predetermined methodology or sell you a framework. I listen to your specific situation, ask hard questions, and provide direct guidance based on what I actually think—not what sounds impressive.
Confidentiality is absolute. I never discuss client work or reference engagements without explicit permission.
Facing a complex technology decision?
If you're working through something difficult and want a clear-eyed perspective, let's talk. Initial conversations are always confidential and without obligation.