Three sponsors want different things, the build has already started, and nobody wants to be the one to stop it. That's usually when I get the call.
For more than fifteen years I've worked inside large enterprise programs in energy, healthcare, financial services, federal, and manufacturing. I run the delivery side and the people side together, so that six months after launch the job is genuinely being done a different way.
I trained as a mechanical engineer, which is probably why I look at an organization the way you'd look at a system. I write books and essays, I'm fluent in enterprise AI, and I work in English and French.
Currently
I lead strategy and experience work inside large enterprise transformations: defining the problem, making the decisions that shape the build, and running the people side that decides whether any of it sticks. Alongside that I write — the essays here, and two finished books. I also teach and speak, mostly for universities, leadership teams, and training partners.
What I get brought in for
- Getting to the real problem — before the build starts, while the choices are still cheap.
- Getting the decision made — when priorities are colliding and nobody wants to be the one to choose. Trade-offs on the table, and a call the room will stand behind afterwards.
- Making it hold after launch — treating the plan and the people as one problem, so the new way survives contact with the day job.
- Judgment, now that AI does the rest — working out where a human still genuinely needs to be in the loop, and checking whether the work changed rather than whether the tool got adopted.
What's different
- Both sides at once. I read the system the way an engineer does, and the room the way someone who has sat in a lot of them does. Most people are strong at one or the other.
- Something real, early. I'd rather show a rough version in week two than a polished concept in month three. You find out what's wrong sooner, and it costs less to fix.
- Judged by what changes. The question I hold the work to is whether the job is done differently six months later. Setting that bar at the start changes how the whole thing gets built.
Credentials
- Mechanical-engineering background
- Strategic AI — Ashland University
- Transformative Leadership — Seton Hall University
- Customer Experience — George Washington University
- Prosci Change Management Practitioner (ADKAR)
- Enterprise-AI certifications (current)
References available on request.
Industries
- Energy
- Healthcare
- Financial services
- Federal & public sector
- Manufacturing