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Technical depth that ships
Twenty years building enterprise AI for the Global 10,000. Twenty-two patents in AI, distributed systems, and enterprise software. I have built it — not just advised on it.
I help boards, executive teams, and product leaders make build-vs-buy calls that hold up, ship AI that survives contact with real customers, and lead through transformations that don't break their teams.
The leverage isn't the topic — it's the intersection. The corner of the market where my specific combination is hard to copy.
Twenty years building enterprise AI for the Global 10,000. Twenty-two patents in AI, distributed systems, and enterprise software. I have built it — not just advised on it.
VP of Product, Chief Data Officer, Head of Research. I have made the build-vs-buy calls, run the P&L, and owned the roadmap. I know what it's like to be on the other side of the table.
Eighteen years as Adjunct Professor at NC State. A curriculum picked up by twenty-eight universities. I know how skills actually transfer — and how to upskill an organization, not just an individual.
Founder of the AI Impact Foundation. The frame that lets me ask harder questions: who is this for, what do we owe them, and what does it cost the people it touches.
No menu. Three things I do well, sequenced by where you are. Inquire about any of them.
Where does AI actually move your business — and where is it expensive theater? I work with leadership teams to cut through the hype, make build-vs-buy calls that survive scrutiny, and build conviction about the bets worth making in the next twelve to thirty-six months.
This is the work I've been doing inside Fortune 500s for two decades. The difference here is that you get the same judgment, with no internal politics in the way.
The conversations no one else can have with you. AI transformation isn't really a technology problem at the executive level — it's an identity problem. Your roles are shifting. Your hierarchy is flattening. The juniors you used to mentor are using tools you don't fully understand. You don't want to admit any of this in a board meeting.
I'm the person you call. Low volume, high context. The kind of advisor who has been in your chair, who reads the technology and the people, and who isn't trying to sell you a downstream engagement.
Most AI roadmaps are demos in disguise. The reason isn't the roadmap — it's the org behind it. Team composition built for a different era. Decision rights that haven't caught up. Rituals that assume the senior engineer has more context than the junior. None of that is true anymore.
I work with product leaders to rebuild their organizations for what AI actually requires. Not abstract org design. Concrete: who's on which team, who decides what, how seniors mentor juniors when the juniors have better tools, how the roadmap survives contact with shipping calendars.
I keep this simple. Three steps from the first note to the first session.
Twenty-five minutes. I want to understand what you're trying to build and whether I'm the right person for it. If I'm not, I'll tell you who is.
Within a week: a one-page scope, timeline, and price. No 60-slide deck. If we agree, we sign and start. If we don't, the conversation was free.
I do what I said I'd do, in the time I said I'd do it, with the seniority the engagement deserves. Then we look at what comes next — if there is a next.
I founded the AI Impact Foundation because the most important AI applications won't come from the companies with the most data — they'll come from the communities with the clearest needs. The work I do for paying clients funds and informs the work I do for the people who can't pay me.
It is also the source of conviction. When I tell a board to slow down on a particular AI bet, or push a product team to ask harder questions about who their system fails, I am doing it from a frame they don't get from a generic AI consultant. That frame is what makes the advice worth the fee.
A sentence is plenty. If we should talk, I'll say so — if I'm not the right person, I'll tell you who is.