I grew up loving two kinds of problems: the creative ones with no single right answer, and the practical ones that need to work yesterday. My career turned into both at once. Somewhere at that intersection, I found my lane.

I start with the desired goal/outcome, then trace the shortest most organic path to it. Across my varied experiences in enterprise sales, partner ecosystems, marketing, software decisions, governance and risk, lending and finance, the pragmatic pieces of HR—the question stays the same: what are we trying to achieve, and what constrains us?

I use both brains. The creative side helps me see what’s possible; the operator side keeps me grounded in facts. I believe technology should be better used without with hype removed and speed should be paired with trust. Culture should make learning safe and progress steady. I care about risk and governance because speed without trust breaks things. I care about people because process and change only sticks when humans carry it.

My method is simple:

• Define “success” in plain language.

• Look under the hood—people, process, tools, and truth in the data.

• Remove noise. Keep what works. Teach it so it lasts.

I like teams that prefer clarity to theater, one-page plans to ornate decks, daily facts to monthly stories. I believe most problems are solvable when you get the incentives, information, and sequence right. And I believe progress should feel safe not create insecurity.

Growth, I’ve learned, is not a single lever but a sequence: the right message, the right partners, clean handoffs, pricing that makes sense, a culture that tolerates change, and a cadence that keeps promises. None of that is flashy. It’s just good old fashioned work.

If there’s a through-line to everything I do, it’s this: reverse-engineer the goal, choose the fewest moves that matter, and leave the place a little better than I found it.