Capabilities

Event, Incident & Change Management

Alert noise reduction, major incident management, and change management: built and improved at three different organizations.

This is the operational core of running technology reliably at scale, and it’s the pattern I’ve built or rebuilt at every organization I’ve led operations for: cutting alert and event noise down to what’s actually actionable, standing up major incident management that resolves faster and repeats less, and putting change management discipline in place that reduces risk without slowing teams down to a crawl.

I’ve built this same operational foundation three times, at three different organizations, with different platforms and different constraints. That’s not a coincidence. It’s a repeatable approach: reduce noise so real signal is visible, respond to incidents with a process that gets faster over time instead of staying reactive forever, and manage change deliberately enough that it stops being the top cause of outages. If your on-call rotation is drowning in alerts, incidents take too long to resolve, or changes keep breaking things, this is the work.

• Alert and event noise reduction
• Major incident management process design
• On-call rotation and escalation policy design
• Change advisory process and risk review
• Post-incident root-cause review and follow-through

Technology Leadership

Fractional CTO and hands-on technology leadership for organizations that need direction, not just delivery.

Leading a technology organization means more than owning a roadmap. It means understanding what’s actually happening across engineering, infrastructure, security, and operations, and making the calls that keep those pieces moving together. This includes fractional CTO engagements, interim technology leadership, and advisory work for leadership teams navigating a transition, a carve-out, or a period of rapid change.

• Fractional CTO engagements
• Interim technology leadership during a transition
• Advisory for leadership teams navigating a carve-out or reorg
• Cross-functional alignment across engineering, infrastructure, security, and operations

AI & Automation

Practical enterprise AI adoption: strategy, implementation, and the guardrails to make it stick.

AI adoption fails more often from lack of process and governance than from lack of ambition. This work covers AI strategy, evaluating and implementing LLM-based tools, and building the internal practices (security review, data handling, rollout sequencing) that let an organization adopt AI without creating new risk. This is grounded in direct experience leading enterprise AI adoption, including managing a vendor relationship with Anthropic.

This isn’t advisory-only. I build with these tools myself, shipping production automation with AI-augmented development rather than just approving someone else’s pilot. That firsthand experience is what makes the governance and rollout guidance practical, not theoretical.

• AI adoption strategy and governance
• LLM tool evaluation and rollout
• AI usage policy and security review process
• AI-augmented internal tooling, built firsthand, not just advised

Cloud / Infrastructure / DevOps

Cloud infrastructure and DevOps built for reliability and speed, not just automation for its own sake.

Infrastructure work that spans cloud architecture, DevOps and DevSecOps practice, and day-to-day IT operations. This includes designing and operating infrastructure on Azure (and AWS), identity and access with Entra, CI/CD pipelines, and the operational discipline that keeps a SaaS environment reliable as it scales. That comes from hands-on experience running infrastructure and reliability functions, not just designing them on paper.

• Cloud architecture on Azure and AWS
• Identity and access management (Entra)
• CI/CD pipeline design
• Infrastructure as Code (Terraform, Ansible)
• SaaS platform reliability and scaling

Security & Compliance

A security program and audit readiness built to hold up under real scrutiny, including ISO 27001.

Security tooling and a cybersecurity program, built and operated in production, not just documented in a policy binder. This comes from building and owning an ISO 27001 program end to end, from initial gap assessment through audit readiness. I had responsibility for the whole thing: policy, tooling, control ownership, and the operational discipline that holds up under real audit scrutiny.

• ISO 27001 program design and ownership
• SOC 2 audit readiness
• Security policy and control ownership
• Gap assessment and audit preparation

Technology Transformation

Modernizing infrastructure and organizations, including technical due diligence before you commit.

Technology transformation covers infrastructure modernization, organizational and process improvement, and the technical assessments that should happen before a major decision: a carve-out, an acquisition, or a platform migration. This includes technical due diligence engagements: an outside, experienced read on a technology environment’s real state, risks, and readiness.

• Technical due diligence for PE/VC/M&A
• Infrastructure modernization planning
• Platform migration assessment
• Carve-out technology separation planning