Executive Technology Leadership

If you're hiring me purely as a technologist, you're only getting half of me.

Where I excel is in leadership and organization. I take complex, high-pressure technology environments and create order, clarity, and direction. Teams get aligned, delivery becomes predictable, and platforms stop being a liability and start enabling growth.

~$7.5B

Revenue Supported

~$225M

Budget Managed

250+

Person Orgs Built

Acquisitions

The Approach

Nobody knows exactly where AI lands

I've been through enough technology cycles to know that the organizations who win are the ones who are ready — not the ones who moved first. How do you get ready? That's what I do.

Making organizations ready is how I've spent my career — modernizing platforms, building operating discipline, and leading teams through disruption. Right now, I'm deep in AI: deploying it, testing it, learning what actually works in production versus what just demos well.

I don't work alone. Every engagement is backed by a curated network of specialists across architecture, cloud, security, and delivery — scaled to the engagement, not billed by the body.

How We Work Together

Four ways to engage — all starting with a conversation

Fractional CIO / CTO

Ongoing executive technology leadership without a full-time hire. I partner directly with executive leadership to set strategy, build operating discipline, govern vendors, and oversee delivery. I align the team, the culture, and the operating cadence that makes delivery predictable — not just the roadmap.

Best for: Growth-stage or mid-market companies where technology decisions are compounding faster than the team can absorb

90-Day Platform & AI Readiness Assessment

A focused engagement to cut through the noise. The engagement starts with a full audit of your technology landscape — assessing risk, mapping AI opportunities that are real (not aspirational), and delivering a prioritized modernization roadmap with business case framing.

Best for: Organizations that know they need to modernize but don't have a clear, sequenced plan. Often the entry point

Project-Based Delivery Leadership

Executive sponsorship and hands-on leadership of a defined initiative: platform strategy, enterprise unification, operational structuring, or greenfield standup. I bring the team, the governance, and the accountability to land it.

Best for: Organizations with a critical initiative that needs experienced leadership to execute, not just plan

M&A Technology Diligence & Integration

Pre-acquisition: I evaluate the target's platform, score risk, and identify where value leaks. Post-close: I design the integration roadmap, lead consolidation, and drive time-to-synergy — including transition service agreement negotiation and unwind.

Best for: PE/VC firms, acquirers, and portfolio companies where technology is central to the investment thesis

Where I've Done This

Results across telecom, consulting, industrial distribution, and financial services

Unified all banners under a single enterprise platform for the first time in company history — reducing operating costs ~30%, rationalizing the vendor landscape, and transforming the engineering organization into a strategic growth engine.

Stepped in as the first engineering leader at a nearshore delivery organization serving enterprise, government, and national intelligence clients — an organization ultimately acquired by a global consulting firm to strengthen its U.S. delivery capabilities.

Delivered four rapid-country launches — Chile, Colombia, Mexico, Peru — standing up full customer, billing, and service platforms under aggressive timelines. Helped secure $170M+ in PE/strategic investment.

Deployed production AI early (IBM Watson, 81% automated customer resolution) and drove a 32% increase in mobile data traffic through network optimization across international telecom operations.

Reduced production incidents ~40% through operating discipline, release controls, and observability standards. Achieved 95% engineering retention through rapid transformation.

Background

The career arc

My career started in operations and people leadership at Prudential Financial, where I built the discipline of running large-scale service organizations and drove $14M+ in annual savings through operational reengineering.

From there, I moved into telecom — selected for the deal team of a $440M wireless joint venture, where I conceived and built the OSS/BSS platform from the ground up. I launched the operation and managed it through the company's acquisition by Virgin Mobile USA — where I took over technology delivery across all prepaid brands as the portfolio consolidated through Sprint.

Virgin Mobile tapped me to build their Latin American technology operation — a recognition of everything I'd delivered to that point, and a chance to do it at scale in a new market. T-Mobile later brought me in during their acquisition of Sprint — not just for connective tissue across platforms and teams, but because I'd been in the room for every phase of that consolidation cycle.

After telecom, I brought that operating discipline into global consulting — building and leading delivery organizations through an acquisition by Capgemini. Most recently, I led enterprise technology transformation at Rexel USA — unifying a highly distributed operating model, starting with CRM, under a single platform for the first time.

The thread across all of it: walking into complexity and creating order.