About

I didn't come to leadership work through theory alone.

In 2026, I published Deeply Human: A Leadership Guide for the AI Era, a book about what the AI era is actually asking of leaders, and why most AI initiatives fail for human reasons rather than technical ones. It brings together everything I have learned about leadership, psychology, and organizational change into a framework that leaders can use. I also speak on these themes to CEO peer groups, executive leadership teams, and leadership conferences. My signature talk is It's Not the AI: What Leaders Get Wrong About Adoption.

I was trained as a psychologist, with a focus on group dynamics and leadership, which gave me a foundation for understanding how people think, decide, and behave in groups. But most of what shaped how I do my work today came later, from building companies, leading teams, carrying responsibility when the outcomes mattered, and having the opportunity to observe leaders up close, day after day.

Over the years, I've been a founder and CEO multiple times. I've built organizations from the ground up, led through growth and uncertainty, and exited companies where decisions had lasting consequences for employees, customers, partners, investors, and even entire industries.

Along the way, I had a front-row seat not only to exceptional leadership, but also to leadership that didn't work, leaders who struggled under pressure, failed to bring people with them, or created unnecessary damage despite good intentions.

Both were formative.

Watching great leaders showed me what calm, clarity, and judgment look like in practice. Watching sub-par leadership made something equally clear: what breaks trust, stalls progress, and quietly undermines even strong strategies. Seeing both sides sharpened my understanding of what actually holds up in the real world.

What stayed with me wasn't just what worked, but what consistently broke.

I saw smart strategies fail because they ignored how work actually happens for people. I saw change initiatives stall because leaders underestimated how much clarity, modeling, and reinforcement humans need to move in a new direction. And I saw teams perform at extraordinary levels when leaders got the people part right, when they created the conditions for trust, focus, learning, and sound judgment.

That pattern has held across industries, company sizes, and moments of change.

Over time, my work naturally moved toward the intersection of leadership, human behavior, and complex change. Today, that often shows up through AI adoption, not because AI is the most important thing, but because it exposes the same truth more clearly than almost anything else: tools don't create value on their own. People do.

The common thread in my work is practical and human. I help leaders get the people part right, clarity, trust, habits, and decision-making, so strategy, technology, and execution have a real chance to succeed. Especially when the stakes are high and the path forward isn't obvious.

This site reflects how I work today. It's not about a single role or title. It's about judgment, clarity, and helping leaders turn complexity into something that holds up in the real world.

Today I serve as an Executive Director at Automated Consulting Group (ACG), an AI consulting firm focused on helping organizations deploy and adopt AI. My role at ACG centers on the human side of that work: the training, enablement, and organizational change that determines whether technical implementations actually deliver value. I also created and taught a course on innovation, creativity, and entrepreneurial mindset at Duke University.