Two decades of building through technology transitions — now applied to the one that matters most.

I've spent more than twenty years inside the machinery of technology-driven businesses — not as an observer, but as an operator. Building teams, shipping products, navigating the gap between what the technology can do and what the business actually needs. I hold a CISSP and have led through multiple technology transitions, each with its own version of the same fundamental question: what does this change, and what do we do about it?

That question is more urgent now than at any point in my career. AI isn't a feature upgrade or a new tool category. It's a structural shift in how knowledge work gets done — and the executives I talk to know it. They feel it in their board meetings, in their vendor pitches, in the questions their teams are asking. What most of them lack isn't information. It's a framework for making sense of it.

That's the gap I work in. My background isn't academic and it isn't theoretical. It's the perspective of someone who has been in the room when the decision had to be made — and who has learned, over two decades, that the leaders who navigate transitions well share one trait: they develop a clear position before the market forces one on them.

I write to think clearly. I advise to help others do the same.

Through The AI Read-In, I publish the kind of analysis I wish I'd had access to during earlier transitions — writing that takes the contrarian view seriously, marshals evidence on both sides, and synthesizes rather than picks a winner. The goal isn't to tell you what to think about AI. It's to give you the raw material to develop a position that's genuinely yours.

For executives who want to go deeper — who need to build not just understanding but a defensible strategy they can articulate to their board, their team, and their market — that's what the advisory work is for.