Twenty years of program leadership inside the world's largest financial institutions, now applied to one of the hardest problems those institutions face.
I spent the first two decades of my career inside the firms most people only read about — Citi, JPMorgan, Wells Fargo, BNY Mellon. I led large IT programs spanning multiple scrum teams and dozens of stakeholders. I integrated businesses through mergers and acquisitions. I served as Chief of Staff to C-suite executives across retail, commercial, investment banking, and asset management.
I learned how decisions actually get made inside large regulated institutions — and just as importantly, how they fail to get made. The committees, the model risk frameworks, the audit trails, the regulatory examinations, the politics, the legacy systems that nobody fully understands. Real institutional knowledge isn't theoretical. You earn it by sitting in those rooms for years.
Now I apply that experience to a specific problem: helping financial institutions actually deploy AI in production, not just experiment with it.
The honest answer is that almost nobody credibly occupies this intersection yet.
The AI specialists I meet are technically brilliant and have never sat through a model risk committee. The bank program leaders I know have decades of institutional fluency but haven't done hands-on work with modern AI. Both perspectives are necessary, and the overlap is small.
I'm in that overlap on purpose. Alongside this practice, I do hands-on agentic AI work — not because I'm trying to become an ML engineer, but because the only way to credibly advise on something is to actually use it. When I sit across from a CTO discussing implementation tradeoffs, I'm not reading from a deck. I've built the thing.
That combination — senior financial services pedigree plus active AI practice — is what makes the work effective. The buyers I serve don't need another technologist or another McKinsey associate. They need someone who can navigate their institution and has actually deployed the technology in question.
A few principles that shape every engagement:
When you hire me, you get me. There is no junior associate doing the actual work. The engagements are intentionally scoped so I can deliver them personally.
Most of my engagements are priced as fixed-fee outcomes, not time-and-materials. You know what you're paying and what you're getting before we start.
If I don't think I'm the right fit for what you need, I'll tell you, and usually I can point you toward someone who is. I'd rather decline an engagement than take one I can't deliver well.
I'm based in Central Ohio, which puts me within driving distance of most of the institutions I work with. Showing up in person still matters.
Tell me what you're working on. The first conversation is always free and never a sales pitch.
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