What I Work On

I work with senior leaders and leadership teams on the practical reality of change, where ideas, tools, and intentions either become part of everyday work or quietly fade away.

Most of my work today sits at the intersection of leadership, human behavior, and AI adoption. Not because AI is the point, but because it clearly exposes how often organizations underestimate the human side of change.

AI Enablement & Adoption

AI adoption rarely fails for technical reasons.

Across industries, most AI pilots never meaningfully scale. The technology works. The models perform. But adoption stalls once early enthusiasm fades, not because people are resistant, but because the change never truly fits into how work gets done.

I help organizations move beyond pilots and experimentation by focusing on:

  • How AI fits into real workflows, not ideal ones
  • Where it genuinely saves time or improves judgment
  • What leaders need to model for adoption to take hold
  • How teams build confidence using new tools

The goal is not "more AI."

It's better work, better decisions, and tools people actually want to use.

Executive & Team Enablement

Enablement isn't about information. It's about behavior.

Training is often treated as a checkbox. In reality, most training fails to change how people operate day to day, especially when new tools are involved.

A significant part of my work involves training and enabling leaders and teams in hands-on, applied ways that connect directly to real responsibilities.

I focus on:

  • Practical, role-specific training
  • Helping leaders reinforce adoption through their own behavior
  • Creating shared language and expectations
  • Supporting the shift from learning to sustained practice

When enablement works, people feel more capable, less overwhelmed, and more confident doing their jobs.

Leadership During Change

Technology doesn't lead change. People do.

I work with leaders on:

  • Making clear decisions with incomplete information
  • Modeling behaviors they want others to adopt
  • Reducing friction and cognitive load for teams
  • Creating conditions for high performance

This work is less about control and more about judgment.

How I Approach the Work

My approach is shaped by lived leadership experience, psychology, and time spent inside real organizations.

I don't approach change as a theoretical problem. I approach it as something that has to hold up in the real world, under pressure, with real humans involved.

When This Work Matters Most

This work tends to matter most when:

  • Change initiatives stall after early momentum
  • Adoption is uneven despite available tools
  • Teams feel overloaded or unclear
  • Getting change right matters more than moving fast