Recent work.
A representative sample. Names are withheld; the decisions are real.
A global technology services firm whose AI strategy was right and whose execution was stalling.
The leadership team had the platform, the direction, and the artifacts. What they needed was an operating cadence that aligned delivery, sales, and incentives. The work covered a customer and competitor scan, a two-horizon business model framework, a governed SDLC for AI-assisted delivery, and KPIs for both the legacy managed-services business and the emerging outcome-based one. The artifacts mattered less than the cadence we built around them.
A healthcare software company losing enterprise deals at the technology review, not on product.
Clinical buyers were enthusiastic. CIOs were not. The team was selling a department-head pitch one or two levels up and the senior buyer was asking different questions. We rebuilt the story around what a hospital CIO actually evaluates: architecture, interoperability, security, AI governance, and the true cost of saying yes. Once that story existed, the technology review conversation changed.
A PE-backed Microsoft services firm preparing a board decision on its AI practice investment.
The plan had been built as a growth story and presented as operating expense, and the board was about to debate headcount instead of strategic positioning. In three weeks we reframed the recommendation as a trigger-gated framework rather than a fixed commitment, separated project-services from recurring-revenue economics in the exit math, and bounded the downside. The board got a decision they could actually make.
Earlier track record
Selected engagements from two decades of strategic transformation, platform modernization, and scaling digital practices across heavily regulated industries.
Life Sciences ML Diagnostic
Established a Data and AI Office for a rare disease unit, enabling an ML solution that reduced time to diagnosis from 10-15 years to 1-2 years, accelerating patient access to treatment and driving significant revenue uplift.
Board-Approved Cloud Modernization
Led a global, board-approved cloud and data transformation, migrating 35 data centers to public cloud, delivering $29M in verified value in year one and $61M in year two through disciplined benefits realization.
National Pharmacy Platform Modernization
Transformed a mission-critical platform supporting 9,000+ U.S. locations, increasing delivery speed more than 3x, improving efficiency 1.8x, reducing defects by 32%, and sustaining 99.7% availability.
Cognizant Digital Business
Founding executive. Scaled from inception to a $3B+ global organization with 40,000+ professionals in under three years.
Accenture Technology Advisory
Launched and scaled the North America practice, building the advisory methodology, go-to-market approach, and value management frameworks that tied every engagement to verified outcomes.