My Story

I didn’t follow a traditional path in my career, but responsibility came early through recognizing problems and guiding others through the work required to resolve them.

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My working life began in the U.S. military, where expectations were clear and accountability was immediate. I advanced to Sergeant (E-5) by the time I was 20 years old, an uncommon progression 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.

Those years formed my orientation to leadership. When consequences are real, clarity matters. Systems matter. Trust is built through action.

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From there, my work moved into clinical and human services leadership in Montreal, where the work became deeply human. As Clinical Director of a multidisciplinary treatment organization, I led clinicians, physicians, volunteers, and staff while working directly with a Board of Directors. I was responsible for people, programs, and outcomes. 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.

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The outcome changed because the system changed.

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Around the same period, I built a retail boutique inside a hotel, created entirely on trust. With no capital investment, only 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 did: a system that worked.

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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. The work required steadiness and coordination across legal, medical, and community systems. It made visible, in a way that cannot be abstracted, how systems either stabilize lives or compound harm.

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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. Leadership in those environments meant alignment—so decisions could be made and carried out under pressure with care for human impact, not just operational efficiency.

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Alongside this work, organizations began asking me to bring this perspective into corporate environments. I led leadership, mental health, and resilience programs through Employee Assistance Programs and facilitated executive working sessions focused on decision-making under pressure. These were not keynote performances. They were spaces for thinking, orientation, and responsible action inside complex organizations.

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Over time, my work expanded into business and technology. I founded a computer services company, teaching myself the technical foundations while building operational systems that could scale. That led to founding, growing, and selling an Internet Service Provider during the early broadband years, where infrastructure, reliability, and customer trust were non-negotiable.

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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 inside environments where incentives, execution, and leadership decisions had to align daily. The scale was larger, the pace faster, and the system effects immediate.

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After many years of intensity, I chose to slow deliberately. I spent close to a decade focused on country living and land stewardship, managing more than 100 acres of forest. That time changed how I think about patience, time, and long-range systems.

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When I returned to professional work, it was through coaching and consulting. For more than ten years, I worked primarily with small startups by navigating leadership, confidence, and growth in real conditions, not ideal ones. Much of that work was grounded in a simple ethic I’ve carried 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.

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I build systems:

• Clinical systems

• Operational systems

• Business systems

• Technology systems

• Human systems

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I pay attention to how they’re designed, where they break, and how they shape the people inside them. Over time, this became not a framework I adopted, but a way of seeing.

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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.

This hasn’t been a straight line.

It’s been a life shaped by responsibility, systems, and the belief that the work should reduce suffering, not add to it.

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

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New Projects

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