The full distance, from tactical collection to the C‑suite.
I lead enterprise AI, data strategy, and digital transformation for organizations where being wrong is expensive — in technology, healthcare, and the regulated and high-consequence sectors next to them.
For two decades I’ve held director and senior leadership roles building and scaling data and AI capabilities — the translation layer between heavy engineering reality and executive intent.
As AI systems move from static models to autonomous agents — writing to systems of record, modifying access controls, integrating with clinical and industrial hardware — the central challenge stops being capability. It becomes governance at scale, and the data architecture beneath it. Without sound platform foundations, governance is policy without plumbing. Without enforceable governance, platforms generate risk at the speed of automation.
I design the architecture that solves both: the decision rights, autonomy limits, and evidence records that let an organization delegate consequential action without losing control of it. This is the work organizations increasingly need at the top of the house — the VP of AI mandate, the Chief AI Officer charter, the standing governance board. Solve liability and compliance at the control plane, build the data infrastructure that feeds it, and rigorous governance becomes a velocity enabler rather than a brake.
The arc
My trajectory runs from classified operations to enterprise leadership. It informs everything I design: I have operated where system failure has consequences well beyond the enterprise, and I build accordingly.
Before I governed AI, I shipped it.
The governance thinking is earned, not theorized. For two decades the assignment has had the same shape — walk into an environment with no capability and stand one up, at increasing scale and altitude:
- A large-scale NLP and data-science capability, built from zero inside a nine-figure program.
- A data and AI practice scaled roughly eightfold — from low single-digit millions to $25M — with margins nearly doubled, from ~30% to ~50%.
- Delivery across multi-hundred-person organizations and agency-wide deployment scope.
I design oversight the way I do because I’ve carried the P&L on the other side of it. Governance written by people who’ve never shipped is the theater I’m arguing against.
Why defense is the proof, not the pitch
Almost no one competing for these roles has run the full distance — classified operations to enterprise architecture, tactical collection to C-suite translation. That range is the credibility commentary and credentials can’t manufacture. The governance problem is identical in shape whether it sits in a hospital system, a bank’s model-risk function, or a federal program: the comp ceiling differs; the discipline does not.