About
I am usually the first real technology leader a growing company works with. Having already held that seat through the exact growth stage our clients are entering, I know what the next two years ask of a business before it gets there.
I joined a private aviation and travel company in operations. It had almost no operational data. I proposed the Salesforce platform it now runs on, built it, and trained every employee on it.
When the VP of Engineering left, I took on his work after a single one-hour handoff and expanded the charter to cover every system in the company. Over eight and a half years and three promotions I built business intelligence and engineering into standalone departments, developed the leader for each one internally, and handed both functions off. I stood up an engineering team in Bangalore, traveling there three times to train the engineers in person. I led the company's adoption of AI, including an enterprise agreement for Claude and a hybrid on-premise and cloud inference stack.
I kept consulting clients on the side through all of it, most of them for about four years. By 2026 the practice had outgrown what a side commitment could serve, so it went full time.
Strategy on Monday, building in the platform on Tuesday. Not a strategist who hands over a deck and leaves, and not an administrator waiting on tickets. The value sits in one person deciding what should happen and then making it happen.
I work the EOS model deliberately. Build the capability, develop a successor, hand it off. I have done it twice with named successors. An engagement leaves a company with capable, confident people running what we built together.
I spent years under a mandate to prevent platform sprawl while the company grew sixfold. Consolidating and integrating beats adding. The answer to most problems is a system already paid for, used properly.
Current engagements, most of them running about four years. Client names stay private here, and I am glad to discuss specifics and provide references in a conversation.
A small internal team supports several hundred field contractors nationwide. We own platform strategy, and I engage the COO directly on technology questions that reach beyond the platform.
Began as platform work and now reaches technology problems across the business.
The company grew from 15 employees post-pandemic to roughly 100, and from $18M to $50M in projected revenue. I was promoted three times across that period and awarded its highest honor in 2022.
Upstate South Carolina and the Southeast, close enough to be in the room when it matters. Remote engagements work too, and have for four years. One client has been in Denver the whole time.