Twenty-three years turning emerging technology into something that survives contact with real organizations — enterprises and governments betting on AI, cloud, and security systems that have to hold up under load.

I've worked across banks, hospital systems, telecom networks, government departments, and manufacturing plants — ten-odd countries in all. If there's one thing that carried across all of it, it's that the technology usually isn't what makes a project hard. People and processes are.

As Chief Technology Officer, I've built AI products and the engineering teams behind them across multiple regions — real deadlines, real budgets, real consequences when something failed. That's the background I bring to the enterprises and government bodies I advise today.

My current work centers on AI-first initiatives and modernizing cloud and cyber defense. I'm also paying attention to quantum computing, mainly because so much of what I've built rests on cryptography that assumes a level of difficulty quantum machines are expected to erode.

235+ projects. 37 industry awards. 6 government partnerships. Those are the headline numbers, but the measure I care about is how much of that work is still running today.