Enterprise digital transformation executive
For more than 30 years, I have helped organizations connect strategy, technology, data, operations, and people—then build the teams and systems that make change last.
Experience trusted by organizations including
The hats I wear
Each role has taught me something about how I lead: when to push, when to listen, how to prepare, how to endure, and why the people alongside you matter as much as the destination.
The role that provides perspective on every other one.
Twelve years of service shaped my standards, resilience, and approach to leadership.
I have walked the Camino de Santiago twice—progress measured one honest step at a time.
Helping young people see what they can become—and giving them room to get there.
I have ridden RAGBRAI twice: endurance, cadence, and the discipline to keep turning the pedals.
Curiosity sometimes means being willing to look beneath the surface.
Awareness, decisiveness, and respect for the road ahead.
Twenty-five events proved that some obstacles are meant to be crossed, not avoided.
Preparation is what makes it possible to step confidently into uncertainty.
I have run at San Fermín in Pamplona twice—once with my daughter.
I built Avalon from a collaborative idea into a firm that has supported more than 100 engagements.
How I work
Transformation succeeds when an organization can carry it forward without the person who started it.
I work across the boundaries that often slow change down—marketing and technology, strategy and delivery, executive vision and day-to-day operations. My role is to make the problem clear, align the right people, and create a practical path from decision to durable capability.
Selected outcomes
Representative examples from enterprise consulting, transformation, and operating leadership.
Enterprise transformation
Helped consolidate 14 hospitals and more than 100 locations, reducing a 40,000-page environment to 2,500 purposeful pages while improving traffic, users, and sessions.
Professional services leadership
Transformed an underperforming professional services capability through stronger client relationships, operating discipline, delivery governance, and a team built to execute.
Practice building
Built Avalon Digital Partners from a collaborative idea into a multidisciplinary firm serving more than 100 engagements across healthcare, technology, financial services, and consumer brands.
Current thinking
Practical observations from the intersection of digital strategy, AI, operating models, and leadership.
AI enablement
The organizations that create durable value connect tools to real work, clear governance, capable people, and measurable outcomes.
Digital strategy
Technology decisions become stronger when requirements lead the conversation and every recommendation can be traced to a business objective.
Leadership
Individual drive can start a transformation. A trusted, capable team is what carries it through a large and entrenched organization.
A story engages. A lecture repels.
I write and speak about the work behind transformation: the decisions, people, systems, tradeoffs, and leadership moments that determine whether an idea becomes an organizational capability.
Start a conversation
Let’s talk about the outcome you are trying to create and what is standing between the organization and forward motion.