I like to understand how things really work.

How I work

I ask questions. Then I get close enough to the work to find the answers.

People can explain a process to me, but I often learn the most by watching them do it, and then trying it myself.

When I was developing a system for field employees, I didn't rely only on meetings or what management thought the process looked like. I rode along with employees, asked questions, performed the work myself, and learned how the same process affected dispatchers and managers. I tested what I built by using it in the field before expecting anyone else to.

That approach helps me notice details that are easy to miss from a desk: what slows someone down, which decisions require experience, where information gets lost, and which steps can be handled by the system instead of by the employee.

I don't believe a better system should need a lengthy instruction manual to make sense. When possible, the right next step should be clear from the way it works.

Making decisions

I'm interested in what a change actually accomplishes.

I look for opportunities to increase revenue, reduce waste, protect the business from avoidable losses, and make people's work easier. I also look at what the business needs most right now. Sometimes growth in volume is the priority. Later, as the business changes, profitability may matter more.

I'm comfortable revisiting a decision that worked well in the past. A successful solution isn't something a company has to keep forever. I want to know whether it's still serving the business today.

And I pay attention to the people who will use whatever we change. Even a technically excellent solution is of little value if employees find it awkward, confusing, or hard to adopt.

Experience & credentials

Business experience, backed by technical skills.

I bring more than 20 years of professional experience in technology and business operations.