Dollars saved annually
Strategic program leadership · AI prototyping & enablement · Technology
I turn ambiguous, high-impact priorities into programs that deliver.
I'm a senior technology program leader who creates clarity and momentum across Product, Engineering, business, security, and executive teams—especially where AI, governance, and delivery meet.
01 Alignment is not a meeting. It's an operating system.
AI deployment of SaaS at the VA
SaaS-to-SaaS integration at VA
Integration types unified in one reusable lifecycle
02 / How I lead
Complexity becomes manageable when people can see the same system.
My work lives in the seams: between strategy and execution, product and policy, technical teams and business owners. I make those seams visible, then collaborate on the structure that lets people move together.
Create clarity in ambiguity
Set direction when the problem is not fully defined, moving from executive intent to delivery reality without losing the people, risks, or details in between.
Generate energy and alignment
Create the forums, frameworks, and shared language that help stakeholders make decisions and sustain momentum across matrixed teams.
Deliver durable success
Pair hands-on experimentation with governance, adoption, and operational discipline so innovation produces measurable business impact.
03 / Selected work
Evidence, not adjectives.
A few examples of how I own strategic programs end to end, align stakeholders, apply AI in practice, and turn complex mandates into durable delivery.
AI enablement & governance
Turning enterprise AI from possibility into a governed path forward
Owned the end-to-end path for Box AI enablement in a federal highly regulated environment, connecting product capability, security requirements, ATO renewal, adoption planning, and executive decision-making. Co-presented a tailored demonstration to the CAIO.
Systems & delivery
Making integrations repeatable instead of heroic
Created a lifecycle framework spanning four integration types and translated an ambiguous, fragmented problem space into a delivery model teams could actually use. The work supported first-of-kind connections, including VA Box to an external agency Box environment.
Evidence into action
Finding the constraint—and changing the system around it
Designed and led Operation Close the Gap, turning a capacity problem into a fact base leaders could act on. The analysis secured an additional VABi resource and established a clearer view of demand, ownership, and delivery risk.
Hands-on AI experimentation
Using AI to test what is possible—not just describe it
Developed a Watsonx Orchestrate challenge concept to automate enterprise workflows through AI agents and integrations spanning Salesforce, ServiceNow, Box, Microsoft Teams, Outlook, and Word. The work translated a broad opportunity into a practical prototype direction grounded in real operating processes.
04 / Range
Enterprise discipline. Owner's mindset.
Alongside my technology career, I help operate Rogue Oysters, our family oyster farm in Virginia's Northern Neck. It keeps my leadership grounded in the realities of customers, cash flow, logistics, physical operations, and decisions that cannot hide behind a slide deck.
“
The best program leaders don't just manage the work. They understand the system the work must survive in.
05 / Foundation
PMPProject Management Professional
PMI-ACPAgile Certified Practitioner
SAFeAPM · PO · SM · LPM
CSPOCertified Scrum Product Owner