Plain answers
to expensive
questions.
Thirty years translating engineers for boardrooms, and boardrooms for engineers. AI strategy that doesn't sound like a deck.
I help leaders make calm decisions about technology when the technology won't sit still.
Most AI engagements I see are theater — a vendor demo, a pilot, a steering committee, then nothing ships. My work starts where the slideshow ends: in the choices, the trade-offs, the org chart, the budget line.
Three things I'm asked to do, often in the same week.
Executive AI & security counsel
Fractional CISO and AI advisor for owner-operators and mid-market leadership teams. Quarterly cadence, plain English, no retainer theater.
Practical AI deployments
Specific automations that pay back in weeks, not quarters. Built in the open with your team so it survives my departure.
Essays, talks, the book
Long-form thinking on what AI actually changes — and what it doesn't. Keynotes for trade groups, leadership offsites, peer councils.
On building things that age well.
The technology that has paid me a salary for thirty years is unrecognizable from what I learned on. The skills that have paid me are not. Pay attention to what people actually do. Write things down. Be wrong in public, occasionally, on purpose.
I'm writing a book about this. It will not be a book about AI. It will be a book about how to stay useful in a profession whose surface area keeps changing — written by someone who has done it.