Costs have outgrown value.
Technology spend has accumulated through growth, exceptions and legacy decisions. I find the economics hiding inside the architecture.
CIO · CTO · Transformation · M&A Integration · Cybersecurity
I fix complex technology organizations—and leave them stronger than I found them.
For more than 30 years, I have led technology through acquisitions, infrastructure transformation, cybersecurity challenges, cost pressure and operational change. My work sits where technology, business judgment and people meet.
Open to CIO, CTO, enterprise transformation and M&A technology leadership opportunities.
Executive Value Proposition
Technology is the mechanism. Organizational performance is the goal.
I am most useful when an organization has a difficult technology problem that cannot be solved by technology alone.
I align strategy, operations, security, infrastructure, economics and people. I simplify what has become unnecessarily complicated, surface difficult realities early, and build teams capable of succeeding without constant executive intervention.
Problems I Solve
When technology has become a business problem.
Acquisitions are not integrating.
Companies have been purchased, but systems, infrastructure, vendors, security and operating models remain fragmented.
Complexity is slowing the business.
Too many platforms, processes, dependencies and exceptions consume attention. I simplify without destabilizing operations.
Security is disconnected from risk.
Cybersecurity activity is high, but leadership lacks a clear view of business exposure, priorities and practical remediation.
IT has lost business trust.
Technology may be technically capable yet operationally frustrating. I rebuild credibility through clarity, accountability and delivery.
Transformation cannot take years.
The organization needs measurable improvement now—not another strategy deck. I favor pragmatic sequencing, visible wins and durable change.
Selected Results
Evidence, not adjectives.
Representative outcomes across global infrastructure, M&A, automation and operations.
Annual procurement savings
Enterprise sourcing and governance across a growing acquisition portfolio.
Projected annual operating reduction
AI-enabled cybersecurity workflow and high-volume CVE triage automation.
Annual telecom savings
200+ PBXs connected across 22 countries through global VoIP transformation.
Annual data-center savings
Global consolidation and internally engineered enterprise data centers.
Mini Case Studies
Three examples of how I approach difficult problems.
01 M&A: Turn 35 acquisitions into one technology strategy
Problem. Growth through acquisition created fragmented vendors, infrastructure, purchasing practices and avoidable recurring expense.
Action. I integrated technology environments while building sourcing discipline, spending thresholds and enterprise standards that preserved what mattered locally while eliminating unnecessary duplication.
Result. 35 acquisitions integrated and approximately $5.4M in recurring annual procurement savings.
02 Cybersecurity: Automate a labor-intensive CVE workflow
Problem. High-volume vulnerability triage consumed significant manual effort across multiple sites.
Action. I led development of an AI-enabled ServiceNow-adjacent workflow that automated analysis and prioritization while preserving operational controls.
Result. Work performed by 26 staff across four sites was automated or reassigned, with approximately $1.9M in projected annual cost reduction.
03 Operations: Fix quality control at data-center scale
Problem. Manual quality-control processes for large installations created delays, administrative burden and potential productivity losses of roughly $15,000 per day.
Action. I designed a mobile QC application that organized field evidence and workflow at scale, ultimately handling more than 80,000 photos.
Result. The solution achieved ROI in under one month and became a practical operating tool rather than another technology project.
Leadership
The goal is not to become indispensable.
The goal is to build an organization that becomes stronger because you were there—and remains strong after you leave.
Build leaders, not followers. Success should distribute judgment throughout the organization.
Solve the real problem. Symptoms attract attention. Root causes deserve leadership.
Tell the truth early. Bad news rarely improves with time.
Keep commitments. Trust is accumulated one promise at a time.
Reduce complexity. Simplicity is an executive responsibility.
Let the best answer win. A leader does not need to be the smartest person in the room; a leader should make the room smarter.
Career
From hands-on infrastructure to enterprise leadership.
Current
Chief Information Officer · Grumman International
Technology, operations and client solutions leadership spanning cybersecurity transformation, automation, custom software and enterprise infrastructure. Led an IT organization of 67 with a $2.6M operating budget.
Global enterprise
Infrastructure & Telecommunications Leadership
Led technology integration across acquisitions and multinational operations, including global voice, data-center consolidation, sourcing and enterprise infrastructure across more than 30 countries.
Mid-market & growth
VP / Director Technology Leadership
Led technology organizations across professional services, healthcare information, education and consulting environments—often where growth, operational maturity or business change required IT to evolve quickly.
Foundation
Enterprise Operations & Telecommunications
Built the operating discipline that still shapes my leadership: production readiness matters because people, revenue and customers depend on the judgment behind it.
Beyond Work
There should be more to an executive than a résumé.
I value experiences that create perspective: long motorcycle trips, the Wind River Range and Grand Teton country, international travel, time in Chile, and hands-on projects that require patience and problem solving.
One of those projects is restoring my grandfather's 1985 Chevrolet C30. It is a useful counterweight to technology: old machines are wonderfully honest about what is broken.
Those interests are not separate from how I lead. Curiosity, resilience and the willingness to understand how things actually work travel well between a garage, a mountain trail and an executive meeting.
Executive Profile
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Let's Talk
What problem does your organization need solved?
I am interested in executive opportunities and selected transformation or advisory work where technology, operations and organizational change intersect.
Executive OpportunityTransformation / AdvisoryM&A Integration