Who you are working with

I have spent ten years in data, always on the consulting side, always inside a client's actual problem. My roles were technical and client-facing at the same time. I was the bridge: I built the systems and I sat with the people whose business depended on them.

I started in analytics. I moved through data engineering, data science, and machine learning, and became a Data and AI Architect at IBM, building architecture for enterprise clients scoped to the problem they had, not the product on offer.

I have worked with AI since 2018, and from every side of it. In some roles I developed machine learning solutions. In others I built the data infrastructure AI runs on, so that it could carry analytics, reporting, and AI without breaking.

Consulting took me across fashion, music, telecommunications, insurance, manufacturing, and edtech, in companies from startups to enterprise organizations. I built data systems for a music startup that handles royalty accounting for streaming platforms, worked with insurance companies large and small, and modeled data for Europe's largest automobile association, from roadside assistance and call centers to forecasting spare-part demand for its helicopter fleet.

Today I advise leadership teams of mid-market companies, investors, and boards.

The years in data are not the product. They are the reason you can trust the judgment. When I read an AI plan, I read the whole company underneath it: the people who will have to work differently, the operations the plan assumes without saying so, the strategy it commits you to, and the data it stands on. I have built enough of those foundations to know when one will not hold. I have sat with enough leadership teams to know the foundation is rarely what breaks first.

My thinking is written down and open. You can read it before we ever speak: Velocity with Containment: An AI Adoption Doctrine for Mid-Market Leaders

I am independent by structure. No vendor relationship. No commission. No implementation contract waiting at the end of the advice. If the right answer is to stop, I say stop, and you keep the capital.

A good decision still has to work in the hands of the people who carry it out. I run workshops that bring leadership teams and their companies to the same working level with AI, and I have taught at university level. How people adopt new tools is a trained skill of mine, not a side interest: I hold a coaching certification grounded in neuroscience.

Clients leave with the decision made and the reasoning written down. The vendor question is settled. The order of work is clear. The board hears one coherent story. A year later the decision still holds, or it was stopped early, on purpose, at low cost. Both are good outcomes. Drift is not.

[PLACEHOLDER testimonial: one sentence about how the work changed a real decision.]

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