I help leadership teams navigate complex business and technology transitions, from acquisitions and enterprise transformation to major platform decisions and organizational change.
I've spent more than 20 years leading these efforts inside organizations ranging from growing businesses to Fortune 500 enterprises. I bring the perspective of an operator, the judgment of an experienced executive, and the ability to turn complicated situations into executable plans.
Leading digital services integration for Mars' acquisition of Kellanova, one of the largest deals in CPG history: 145+ projects and nearly 50 go-lives.
Led the division's digital transformation agenda with a ~75-person team and $22M budget, through the largest systems change in the business.
Founded Mars' first Global Security Center of Excellence and grew it to a $12M budget and 20-person team operating in 80 countries.
Led the security, performance and compliance workstream for the move from datacenter to cloud across 1,000+ applications and 90+ Agile teams.
As CISO for Mars Petcare, rebuilt security governance and stood up Mars' Generative AI governance framework so the business could adopt AI responsibly.
As founding-era CTO, built the entire technology function behind the association's growth from 2,000 to more than 25,000 members.
Same experience, different shape. Pick what fits the problem.
For moments when growth, transformation, or a major technology decision demands experienced leadership.
No fixed methodology. No team of consultants. I work directly with leadership: pressure-testing assumptions, cutting scope that doesn't need to exist yet, and building a roadmap your team can run without outside help.
Start a conversationLooking for a senior technology role where this experience can drive an organization's next major transition.
Known for translating business priorities into transformation roadmaps and for standing up new functions and capabilities.
Download resumeClarity before complexity. Execution before activity. Outcomes over technology.
Most transformations stall for one of three reasons: the problem isn't clearly defined, leaders aren't aligned on priorities, or the organization can't turn strategy into execution.
I start by understanding the business problem, testing assumptions, and deciding what actually needs to change. Then I work with leadership to set priorities, resolve organizational and technology dependencies, and build a roadmap that can be executed.
Five principles guide how I work:
Decide what the business needs to accomplish first. Then decide what to build, buy, or change.
Choose the simplest solution that solves the problem. Separate what matters from what has piled up over time.
Every priority gets an owner, a realistic sequence, and clear accountability. The roadmap has to match what the organization can deliver.
Settle business ownership, decision rights, and leadership commitment early. They decide the outcome as much as the technology does.
Leave the organization with stronger capabilities, better decisions, and a path it can sustain on its own.
Fixed-term assignment leading digital services integration following Mars' $35.9B acquisition of Kellanova, aligning technology services, platforms, cybersecurity and operational support across two global organizations.
Chief Information Officer for Mars Wrigley's $9B North American business, leading technology strategy, digital transformation and IT operations with a 75-person internal and external team and a $22M budget.
Led global cybersecurity strategy and governance for a $30B business operating in 80 countries with about 100,000 associates.
Founded Mars' first global Security Center of Excellence and grew it to a $12M budget and about 20 employees and partners across 80 countries.
Directed Information Security, IT Compliance, Performance Engineering and Privacy for a division that grew from $6B to $24B in revenue.
Built the technology function from scratch for a fast-growing global professional association, supporting growth from 2,000 to 25,000 members.
B.S. Business Administration, Questrom School of Business, Boston University.
One tool I've built and one I'm building now, both for project and integration work. Each comes with files you can download and use with Claude, ChatGPT, Gemini or another assistant.
Reads a project's email, chat, meeting transcripts and documents, keeps the RAID log current, drafts the weekly status and flags what needs a decision. Every entry cites its source, and the PM approves everything before it counts.
An AI copilot for the technology side of an acquisition. Week 1 is the test bed: a fully fictional carve-out with twelve integration issues planted across its inventories, contracts, TSA, transcripts and emails.
Off the clockWodWatts, a calculator and AI skill that scores any workout in watts. A side project in turning a physics model into something anyone can use in a chat.
Tell me about the transition, the decision in front of you, or the role.