About
In a world where the cost of building software approaches zero, the real value isn't in writing code. It's in knowing what to build.
The leaders who create lasting impact are the ones who sit with the business, listen deeply, distill complex pain points into clear requirements, and ensure every technology investment drives measurable outcomes. That's the work I do.
Every project I take on follows the same pattern. A stakeholder comes with a request, often to patch an existing system or refactor something that's grown unwieldy. Instead of jumping to implementation, I pivot to discovery. “Let's talk about what you actually need.” I capture that conversation, process it into a comprehensive plan, iterate with feedback until the solution is right, and then I build it. Increasingly, AI accelerates every stage of this process, but the human skill of knowing what to build remains the differentiator. Increasingly, that means deciding where AI changes how a business works, and then proving it did.
Leadership Journey
My career has been a steady progression from technical execution to strategic leadership, with one consistent thread: I'm drawn to the place where business problems and technology meet. I started in database administration and credit analysis at First Data Global Leasing, where I built UNIX automation and led Sarbanes-Oxley compliance initiatives. That early exposure to both data systems and regulatory frameworks shaped how I think about technology: it's never just the code; it's the business it operates in.
From there I moved into senior business analysis at CIT, leading vendor-onboarding workflows in commercial equipment finance, and along the way founded and ran my own company (a field-services business I grew from nothing to two crews and every function on the P&L), where I learned that people work ten times harder when they know you genuinely care. Each role deepened the skill I rely on most: sitting between business stakeholders and technical teams, and turning what people actually need into something that ships.
I joined PGA TOUR in 2017 as an Implementation Specialist and found the environment where all of it converged. I led legacy migrations and enterprise rollouts with full SDLC ownership, was promoted to Project Manager in 2018, then pitched and built the Business Solutions Team in 2021, growing it from four to nine people across four pillars, and coaching one analyst into a manager who now leads a team of his own.
Some of the work I'm proudest of is the least visible: taking an Atlassian footprint of eight users and growing it to nearly five hundred, then organizing an entire technology department's work into one architecture so leadership could see what we did and steer it; and creating a CRM Steering Committee that gave business leaders across ten Salesforce orgs one forum to set shared priorities. That's the work that makes everything else possible.
Now
Over the past year, my role has shifted to AI, and to proving it with outcomes. I've led AI enablement across the organization: training teams to work with large language models, evaluating platforms from multiple vendors head-to-head, and rebuilding established processes around AI where it actually changes the result.
I've also built an AI delivery harness I run every day. In one recent 59-day window it produced 53 measured business outcomes (production fixes, analysis for leadership decisions, integrations, governance work) across eight teams, at an average AI cost of about $51 per outcome. When the cost needed to come down, I brought it down 22% in three weeks by routing routine work to cheaper models and fixed scripts. Each outcome has a date, a team served, and a source note.
The lesson in all of it is that AI leadership is a budget-and-governance discipline before it's a technical one: deciding what's worth doing, proving the return, and building the guardrails that let people trust the result. That's what I'm bringing to the next thing I build.
How I Organize Technology
Whatever the team, I organize technology capability into four pillars so that every investment, and every AI initiative, maps to a clear strategic purpose a leadership team can steer.
Custom Development
Purpose-built applications solving unique business challenges that no off-the-shelf product addresses.
SaaS Solutions
Evaluating, implementing, and integrating best-in-class platforms to avoid reinventing the wheel.
CRM
Customer and stakeholder relationship management, ensuring data-driven engagement across the business.
Business Intelligence
Transforming raw data into actionable insights through dashboards, reporting, and analytics.
Beyond Work
Outside the office, I serve in multiple leadership roles at Jacksonville Southpoint SDA Church: as Head Elder providing spiritual and organizational leadership, as Treasurer managing finances and leading a treasury assistance team, and as IT Lead building systems that serve our community. This year I also formed and lead a Finance Committee that advises the board on financial matters: ten ministry leaders, vendor and personnel decisions, and financial stewardship, at an executive level. These roles reinforce the same skills I bring to enterprise work: stakeholder collaboration, financial oversight, process optimization, and building technology that makes people's lives easier.
I also serve as Procurement Lead and Maintenance Lead, ensuring operational excellence across the organization.