About

I started my career at Boeing, writing software for the International Space Station. Specifically, I worked on operations and research payload systems — the software that helped keep experiments running and data flowing between the station and ground teams. It was the kind of work where you learn fast that reliability isn't optional and that the gap between "works in testing" and "works in production" can be enormous.

I learned about the cost of small mistakes early. We had a manual testing process that took two weeks to complete end-to-end — a gauntlet of checks that had to run before anything could ship to the station. About halfway through one cycle, someone noticed a typo on an important button. Just a label, nothing functional. But the fix required a patch, and the patch required restarting the entire two-week testing process from day one. That single character change cost us a month. It taught me that "small" bugs aren't small when they're embedded in systems with high friction release processes. The lesson stuck: fix it early, or pay interest on it later.

I studied Computer Engineering at Vanderbilt, graduating in 2004. After Boeing, I moved into the startup and growth-stage world, where the problems shifted from "don't break the space station" to "build it fast, make it scale, figure out the business model while you're at it."

At OpenSky, I went from engineer to director, growing with the platform through its early stages. [TODO: Add a sentence about what OpenSky was and what you built there.] From there I moved to MoreCommerce, continuing to work in e-commerce technology.

I spent several years as CTO at StrategyCorps, where I led the migration of legacy systems to cloud infrastructure and drove the company through SOC 2 Type 2 certification. That process taught me more about organizational change than any technology decision — getting a company to take security seriously requires changing habits, not just deploying tools.

After StrategyCorps, I served as CTO at Conversion Interactive Agency, where I led the Technology, Data, and Innovation teams. [TODO: Add a sentence or two about what CiA does and what you're most proud of building there.]

Now I'm CIO at Wesley Financial Group, a company of about 380 people focused on timeshare exit advocacy. My job is to make sure technology serves the business and the people in it — which means everything from infrastructure and security to AI strategy and process automation. It's the kind of role where you need to think about the next three years while fixing what's broken today.

Outside of work, I coach youth soccer, which has taught me at least as much about leadership as any management book. [TODO: Add anything else — family, hobbies, whatever you want people to know about you beyond the resume.]

I'm currently deep in AI and automation — not the hype-cycle version, but the practical kind. How do you actually deploy these tools inside a mid-size company? What works? What's a distraction? That's what I'm writing about on this site.