Should we automate this at all?
Before selecting technology, test whether the process itself is worth preserving, redesigning, or eliminating.
Enterprise AI, automation, technology, and process decisions rarely fail in one neat silo. I help leadership teams see the whole system before they commit significant budget, implementation effort, or organizational capital.
The wrong process is being automated. The wrong tool is being selected. The economics don't work. Or the operating model, controls, adoption, and downstream implications haven't been thought through deeply enough.
Before selecting technology, test whether the process itself is worth preserving, redesigning, or eliminating.
Separate vendor promises from operating reality, architecture, controls, economics, and organizational fit.
Working software is not the same thing as production-ready software. Review the gaps before they become operating problems.
Cost, controls, adoption, data, vendors, architecture, ownership, and workflow dependencies collide. The job is to see the whole picture.
I don't sell open-ended consulting engagements or staff augmentation. I work in focused sprints designed to help leadership teams get clarity quickly.
For teams deciding where AI or automation can actually create value — and where it will simply automate the wrong thing faster.
For leaders facing a technology decision with too many vendors, assumptions, dependencies, and competing opinions.
For applications that work in demo mode but need an experienced review before they are trusted with real users, data, and operations.
I've spent 24+ years working across enterprise finance and technology from nearly every side of the table: Fortune 200 buyer and operator, Big Four advisor, enterprise software leader, digital practice president, and hands-on software builder.
That perspective matters because enterprise technology decisions rarely fail in just one silo. Finance, process, data, security, controls, vendors, users, and operating models all collide.
My technical foundation spans enterprise finance and computer science. Earlier in my career, frustrated by the cost and delay of getting basic reporting built, I convinced my VP to send me back to school for computer programming. That instinct has stayed with me: understand the problem deeply, then design the simplest system that actually solves it.
If you need an experienced outsider to tell you what you're missing and help you get to a clear next move, let's talk.