Systems, not slides.

I started in IT infrastructure, which is why I still think in systems rather than slides. After a few years in the field, I realized that the problems worth solving weren't technical but organizational.

I spent years in consulting building governance frameworks and dashboards, until I understood something simple: no dashboard ever fixed a people problem. That pushed me into organizational culture research, deep enough to earn a professional doctorate in it, and what I came out with was a practical diagnostic toolset I've been applying in the field ever since.

When AI arrived, my inner sysadmin woke up, not to chase the hype but to work out what actually holds in production. I've since built my own workflows: a meeting-to-summary pipeline that cuts post-call overhead to minutes, and a Jira/Confluence chain that runs my own outreach cadence and surfaces overdue actions. Nothing I'd bring to a client is something I haven't run myself first.

Ten years on large enterprise programs across regulated pharma, utilities, energy, and FMCG, on SAP, ServiceNow, and SAFe: the kind of programs where the gap between "initiative approved" and "in production" is measured in years rather than quarters.

What I've learned is that broken programs almost always lose the plot in the same three places: ownership, cadence, and whether AI actually lives in the workflow or just next to it. That's where I start looking.