Build
Create teams, capabilities and operating structures where there is no established model — turning ambiguity into something that can operate.
Executive Profile
Build where needed.
Transform where possible.
Scale what works.
I build organizations, customer capabilities and operating models at the intersection of technology and business outcomes.
Global Customer & Shared Services Leadership·Senior Manager, Technical Account Management
My career spans nearly two decades across engineering, technical leadership, customer organizations and organizational transformation. The common thread has been solving problems that sit between technology, people and business outcomes.
How I Think
Technology creates possibility.
Organizations create outcomes.
Technology has always been an important part of my career, but I have learned that technology alone rarely determines whether an organization succeeds.
Outcomes depend on the system around the technology — the people, operating model, customer engagement, leadership, governance, incentives and ability to execute.
That perspective has shaped the kind of problems I enjoy solving: problems where the answer requires more than a technical solution and where sustainable results depend on bringing technology, customers and organizations together.
I am particularly interested in building capabilities from scratch, transforming organizations that need to evolve, and scaling approaches that have demonstrated value.
What Defines My Work
Four ways I create organizational value.
Different roles have carried different titles. The underlying leadership problems have been remarkably consistent.
Transform
Take complex, fragmented or evolving environments and create clearer ways of working, stronger capabilities and better alignment around outcomes.
Connect
Bridge engineering, customers, business and leadership so that technical decisions translate into customer value and organizational outcomes.
Scale
Turn successful approaches into repeatable systems, operating models and capabilities that can work across teams, regions and customer environments.
Career Evolution
From technical depth to organizational leadership.
My career has not been a straight move from one function to another. It has been an expansion of the problems I am able to solve.
Engineering Foundation
Started with a strong engineering and technology foundation, developing the technical depth that continues to shape how I approach complex problems.
Technical & Program Leadership
Progressed into senior technical and program leadership, working across products, engineering organizations and complex cross-functional initiatives.
Customer & Technical Leadership
Moved closer to customers, connecting technical expertise with adoption, technical success, value realization and business outcomes.
Organization & Capability Building
Expanded from delivering within existing structures to designing teams, capabilities and operating models that allow organizations to scale.
Global Customer Leadership
Today, my work sits at the intersection of customer leadership, technology and organizational scale, including global Technical Account Management and shared-services capability building.
Breadth of Experience
A career built across functions, technologies and customers.
My experience is intentionally broader than any single job title. It spans technical delivery, customer leadership, organizational design and emerging technology.
Technology LeadershipCustomer OrganizationsTechnical Account ManagementOperating Model DesignOrganizational TransformationTechnical Program LeadershipEnterprise SaaSSoftware SecurityAI & Emerging Technology
What I Have Learned
The hardest organizational problems rarely belong to one function.
Years of working across technology, customers and organizational change have shaped a few principles that continue to influence how I lead.
Capability matters more than activity.
Busy organizations do not necessarily create value. Sustainable outcomes come from building the capabilities, systems and ownership required to repeatedly solve the right problems.
Technology needs an operating system around it.
Tools and platforms create possibility. People, processes, leadership and governance determine whether that possibility becomes an organizational outcome.
Scaling is different from repeating.
What works for one team or situation does not automatically scale. Real scale requires intentional design — clear ownership, repeatable mechanisms and the ability to adapt across contexts.
The best transformation starts with understanding the problem.
Transformation is not about introducing change for its own sake. It starts by understanding the customer, organization and constraints before deciding what needs to change.
Education & Credentials
Technical foundation. Business leadership. Continuous learning.
Business Leadership
ISB — Global Management Programme
Business leadership education that complements a technical career with broader organizational, strategic and business thinking.
Technical Foundation
Engineering
An engineering foundation supporting a career spanning technology, software, technical programs and customer-facing leadership.
Professional Certifications
PMP · CSM · ITIL · CC
Professional certifications supporting program delivery, agile practices, IT service management and cybersecurity.
Thinking & Research
Writing is another way of making experience useful.
I use writing to explore leadership, technology, customer organizations, transformation and the organizational conditions that determine whether technology creates value.
Go Deeper
The profile tells the story.
The resume provides the detail.
The executive profile represents the broader body of work. Individual resumes can then be tailored to the opportunity, emphasizing the experience most relevant to a particular leadership challenge.