I've spent 25+ years leading enterprise technology organizations — cloud, platform engineering, devsecops, and, more recently, the very interesting problem of governing AI inside companies that are moving faster than their guardrails.
Most of that time has been spent translating executive strategy into things that actually ship, building operating models that give leadership real visibility instead of a dashboard nobody trusts, and helping organizations adopt AI without setting the place on fire.
These days I'm an Associate Vice President leading executive portfolio work for a large enterprise engineering organization, and I take on select fractional advisory engagements through Aegis Advisory, where I help growth-stage companies get SOC 2-ready and build responsible AI governance without hiring a full-time CIO.
This site is where I write down the parts of that job that don't fit neatly into a slide: what actually breaks in enterprise AI rollouts, why "technical debt" gets blamed for decisions leadership made, and the leadership lessons that show up in odd places — steering committees, disaster recovery tests, and occasionally a soccer match.
No theory for theory's sake. No vendor pitch decks. Just what I've learned running real portfolios for real executives, written the way I'd actually say it out loud.
If you read something here that's useful, argue-worthy, or just made you laugh, say hello. And if it's genuinely useful, there's a coffee-and-protein-shake fund linked at the bottom of every article — entirely optional, mildly appreciated.