I’ve spent my career learning technology from the inside out, starting in hands-on IT operations and working up through infrastructure, service delivery, and enterprise architecture before stepping into executive leadership. That path shaped a conviction I still hold: technology must serve the business, not the other way around.
Most organizations don’t have a technology problem. They have an alignment problem, systems that grew faster than governance, vendors that sell before they understand the need, and IT teams asked to fix outcomes they were never given the authority to shape. My work starts by closing that gap: connecting fragmented systems, establishing the data discipline that AI and automation actually depend on, and giving executive teams a clear line of sight between technology investment and business outcome.
In my most recent enterprise leadership role, I led modernization across ERP, CRM, billing, and data infrastructure while building the AI and automation readiness the organization needed for what came next. I’ve since taken on more complex mandates: multi-site, multi-region operating models, and governed integration architecture for high-stakes, regulated environments. Each one reinforced the same lesson: sustainable technology leadership is built on governance and data quality first, tools and platforms second.
I hold an MISM and think of myself as a modern nomad, someone committed to perpetual growth and uncomfortable standing still. That shows up in how I lead: favoring practical AI over hype, strong data quality over shortcuts, human oversight over blind automation, and technology that reduces the burden on the people who use it rather than adding to it.