Most organizations don't struggle with ideas.
They struggle when those ideas hit real life.
New tools get introduced. A strategy gets announced. A pilot runs. There's energy at first, and then people quietly fall back to old habits. Not because they're resistant, but because the change never made it into how work actually gets done.
I work with senior leaders and leadership teams on the human side of complex change, especially AI adoption, where success isn't decided by a strategy deck or a pilot, but by whether people actually use new tools with confidence, consistency, and purpose.
Much of my work today centers on AI enablement and adoption. Not as a technical challenge, but as a leadership and human systems one.
I help leaders and teams:
The goal isn't more activity or more technology.
It's better judgment, clearer decisions, and teams that operate with greater confidence and effectiveness.
My perspective is shaped by three things: lived leadership experience, psychology, and time spent inside real organizations.
I'm trained as a psychologist, with a focus on group dynamics and leadership. I've also spent decades as a founder and CEO, responsible for people, outcomes, and decisions with real consequences, including building and exiting companies.
I approach AI the same way I approach leadership: technology creates value only when people trust it, understand it, and use it well. That requires clarity, sound judgment, and leadership that models the behavior it wants to see.
People tend to work with me when:
This site is my professional home base, a place to share how I work, what I focus on, and how I think about leadership, technology, and change.