Systems, not slides.

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

I spent years in consulting building governance frameworks and dashboards, and eventually understood: no dashboard ever fixed a people problem. That pushed me into organizational culture research, deep enough to write a dissertation on it. 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. To figure 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, a Jira/Confluence chain that manages my own outreach cadence and surfaces overdue actions. Nothing I'd bring to a client I haven't run myself first.

Ten years on large enterprise programs across regulated pharma, utilities, energy, and FMCG. SAP, ServiceNow, SAFe. The kind of programs where the gap between "initiative approved" and "in production" is measured in years, not 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.