Technology executive specializing in IT governance, cybersecurity (CISM), and enterprise transformation. Currently available for full-time roles and fractional advisory engagements.
I help organizations build technology programs that balance innovation with governance. My work spans IT and AI governance, enterprise security strategy, software development, and product lifecycle management. Whether implementing frameworks that accelerate AI adoption without creating ungovernable risk or strengthening cybersecurity posture across multiple regulatory regimes, I partner with leadership to make technology a strategic enabler rather than an operational constraint.
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When I asked ChatGPT to review a post critical of OpenAI, it applied disproportionate editorial standards that shifted based on which company was being critiqued. It eventually admitted the asymmetry.
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Organizations conflate AI Governance and AI Enablement, treating fundamentally different capabilities as the same job. Governance manages risk through guardrails and approval processes. Enablement builds capability through training, coaching, and change management. You need both, but they require different skills, and conflating them means one will fail.
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The hockey stick curves toward AGI that populate pitch decks assume scaling LLMs will yield qualitatively different results. Three metaphors illuminate the structural limits: the verification wall, the interpolation ceiling, and the perception gap between demos and production.
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