Why You Should Make Data-Informed Decisions, Not Data-Driven Decisions
Data matters. But data without human judgment, context, and the stories of the people closest to the work can send an organization confidently in the wrong direction.
Technology · Industry · Institutions
Turning complexity into coherent systems that endure.
Technology executive, founder, and builder working across enterprise data, AI, transportation, software, manufacturing, and institutional transformation.
Read the field notes ↓
Clarity from complexity. Coherence from fragmentation.
Better systems for people doing consequential work.
Enterprise technology, data, and AI leadership
More than twenty years leading enterprise strategy, product portfolios, technology modernization, and organizational transformation across financial services, manufacturing, transportation, and growth-stage technology companies.
Experience includes building and leading globally distributed organizations of more than 120 engineers, architects, analysts, and product professionals across North America, India, China, and Eastern Europe.
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Field Notes
Practical lessons from fixing real organizations—written for people who want to understand the whole system.
The Need for Organized Data—or, Why Your Data Is Sh!t
What happens when a collection of data toilets feeds a data sewer—and how to clean up the pipes.
Proper Business Alignment
People, procedures, tools—in that order. Get the first two wrong and the third one does not matter.
The 3 Ps Every Tech Team Should Understand
Project Manager. Players. Plumbing. Master all three and you become invaluable.
Get Your Data Stewardship Together
Team Synergy and the Art of Uniting the Factions
The work beneath the work
Unifying business · data · systems · people · purpose
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Selected Work
Difficult systems, understood whole. These are previews of how the case-study format will work.
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Enterprise Data · Regulatory Transformation
Stabilizing a critical data-quality program while the institution remained in motion
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Transit · Systems Integration
Turning fragmented operational systems into living, usable knowledge
I work at the intersection of technology, operations, design, and institutional change.
From buses to banks to manufacturing floors, the work has centered on a surprisingly consistent problem: organizations possess enormous amounts of data, but their systems, definitions, processes, and people rarely align well enough to turn it into trusted information and better decisions.
That work has spanned enterprise data and AI strategy, technology, operations, and large-scale transformation across financial services, manufacturing, transportation, and the public sector.
The common thread is coherence...connecting business, data, systems, and people so complex organizations work better, and creating the trusted foundation that allows AI to work with them.
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