My Story

My Story

I didn’t follow a traditional path, and I never waited for permission to take responsibility.

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My working life began in the U.S. military, where responsibility came early and expectations were clear. I advanced to Sergeant (E-5) by the time I was 20 years old, an uncommon promotion timeline outside of wartime conditions. During that period, I worked on federal contracts supporting million-dollar facilities, carrying responsibility for people, operations, and compliance inside highly regulated environments. That experience shaped how I think about leadership. When the stakes are real, clarity matters. Systems matter. Trust is earned through action.

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From there, I moved into clinical and human services leadership in Montreal, where the work became deeply human. I served as Clinical Director of a multidisciplinary treatment organization, leading clinicians, physicians, volunteers, and staff while working directly with a Board of Directors. I was responsible for people, programs, and outcomes, and it was here that my relationship with systems became explicit. By rebuilding clinical and operational structures, clarifying roles, and creating accountability loops, we improved long-term retention and continuity of care by more than 25 percent. The outcome changed because the system changed.

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Around this same period, I also built a retail boutique inside a hotel, created entirely on trust. With no capital investment, just a handshake and a 90-day credit agreement, I designed the inventory flow, vendor relationships, pricing, and daily operations. It was a small business, but it required the same thing everything else had: a system that worked. That experience reinforced something I’d already learned. Scale doesn’t matter. Structure does.

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I later served as Director of a Domestic Violence Program, supporting women and families during moments of crisis, transition, and rebuilding. That work required steadiness, discretion, and coordination across legal, medical, and community systems. It also made one thing painfully clear. When systems fail, people suffer. When systems work, lives stabilize.

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That responsibility extended into first-response emergency mental health services, where I led coordinated efforts across police departments, hospitals, courts, and emergency providers. In those environments, leadership meant directing action quickly and ethically, often under intense pressure. I wasn’t participating in response, I was leading it, aligning multiple agencies so decisions could be made and carried out with care for the human impact, not just operational speed.

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Alongside this work, I was increasingly asked to bring my perspective into corporate environments. I led mental health, leadership, and resilience programs through Employee Assistance Programs (EAPs) and was invited by organizations to lead conferences, facilitate executive sessions, and guide large-scale discussions on leadership, systems, and decision-making under pressure. These weren’t keynote performances. They were working sessions designed to help leaders think clearly and act responsibly inside complex organizations.

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Over time, my work expanded further into business and technology. I founded a computer services company, teaching myself the technical foundations while building operational systems that could actually scale. That led to founding and growing an Internet Services Provider during the early broadband years, where infrastructure, reliability, and customer trust were everything. Running an ISP is systems work at its core. Either it holds, or everything downstream fails.

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I later worked as a senior sales executive in the cellular technology sector in New York City, operating in an environment where speed, incentives, and execution had to align daily. That chapter sharpened my understanding of market systems, growth pressure, and how leadership decisions ripple through large organizations.

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After many years of intensity, I chose to slow the pace deliberately. I spent close to a decade focused on country living and land stewardship, managing over 100 acres of forest. That time deepened my respect for long-range systems, patience, and the reality that some outcomes can’t be forced, only supported over time.

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When I returned to professional work, it was through coaching and consulting, where I spent more than ten years working primarily with women. I supported founders, leaders, and professionals navigating confidence, leadership, and growth in real conditions, not ideal ones. Much of that work was guided by a principle I’ve lived by throughout my life: when you’ve been trusted, taught, or given opportunity, the responsibility is to pay it forward.

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In recent years, I’ve brought these threads together. I’ve held fractional ownership in a restaurant, working inside the operational realities of hospitality, and I currently serve as a CEO and executive leader in AR/VR and emerging technology, helping organizations design systems that can support people, innovation, and scale at the same time.

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Across everything I’ve done, one thing has remained constant. I build systems. Clinical systems. Operational systems. Business systems. Technology systems. Human systems. I pay attention to how they’re designed, where they break, and how they affect the people inside them. Over time, systems analysis became my way of seeing, not a framework I adopted, but a perspective shaped by experience.

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I take responsibility seriously.

I care deeply about people.

And I believe leadership carries an obligation to leave the path clearer for those who come next.

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I’m still learning. I always have been. Especially now, as we move deeper into a technology super-cycle that requires both wisdom and curiosity.

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This hasn’t been a straight line.

It’s been a life shaped by responsibility, systems, and the belief that the work should make things better, not harder, for those who follow.

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That’s what pay it forward has meant to me, in every chapter.

New Projects

I’m always interested in work that is thoughtful, consequential, and well-matched.
If this aligns, I welcome the conversation.