I'm a technologist turned strategist — someone who has spent decades bridging the gap between what technology can do and what businesses need it to do. I’ve launched platforms, built cross-functional partnerships, and helped redefine how companies think about cloud, edge, and enterprise architecture.
What sets me apart is not just technical range, but the ability to build momentum — across teams, across companies, across markets. I know how to earn trust, drive alignment, and scale ideas from concept to execution.
I’m focused on senior leadership roles where I can drive strategy, build teams, and turn vision into execution — especially in fast-moving environments where momentum matters. That’s where I thrive.
I’m relentlessly focused on aligning innovation with execution — building strategies, teams, and ecosystems that create long-term value. I believe great leadership is rooted in clarity, empathy, and momentum — and I bring all three to every challenge I take on.
As part of the founding team for NetApp’s Office of the CTO, I carved out a unique role that blurred the lines between strategy, storytelling, and community building. I didn’t just represent our cloud vision — I helped shape it, evangelize it, and scale its impact. From executive briefings to major conferences, I translated technical direction into community traction.
Whether launching our first developer ecosystem, building ISV alliances, or driving merger conversations, I focused on aligning technical truth with business growth. My goal was always to connect innovation with execution — and bring people along for the ride.
As NetApp began ramping its Cloud Data Services offerings, I stepped into a pivotal enablement role for our partner ecosystem. Working closely with executive leadership, I helped translate the strategy behind our cloud portfolio into real-world value for channel partners — building the materials, relationships, and messaging they needed to launch and succeed in the cloud space.
During my time as a TME, I focused on bridging the gap between product teams and practitioners in the field. I created trusted technical content, trained partners and field engineers, and helped shape NetApp’s early virtualization strategy. My work became the connective tissue between engineering, product, and the real-world challenges customers faced in adopting hybrid infrastructure.
I joined Cohesity in its stealth phase as employee #46, reporting directly to both the COO and CEO. I quickly took the lead on driving its public narrative and GTM strategy. Collaborating directly with the executive team, I helped shape our external messaging and internal alignment across business development, marketing, and product strategy.
My work bridged early product management and technical storytelling, supporting strategic decisions and roadmap prioritization. I regularly briefed analysts and influencers, turning early feedback into tactical insight that helped refine our offerings and market fit.
At IPC, I led the datacenter modernization initiative that transformed a highly fragmented infrastructure into a secure, scalable virtualized environment. This work directly supported our readiness for IPO and regulatory compliance while unlocking major cost and performance efficiencies.
This was my proving ground. I didn’t just rack servers — I helped build the actual environments they lived in. From powering up entire datacenters to modernizing some of the earliest enterprise IT stacks, this era defined my technical roots. Working as a contractor meant adapting quickly — sometimes installing infrastructure, other times designing it — across financial institutions and federal agencies. That flexibility, paired with a Top Secret clearance, allowed me to step into sensitive and mission-critical roles long before most people my age had even set foot in a datacenter.
I’ve always gravitated toward complex, high-stakes team environments — even early in my life and career. While at the U.S. Merchant Marine Academy, I competed in the Newport to Bermuda Race, a 635-mile offshore sailing challenge that demanded precision, endurance, and trust under pressure. A few years later, I led a 40-person international World of Warcraft raid team, coordinating strategy and execution across time zones multiple nights a week. Both experiences shaped my leadership instincts long before I ever held a formal title — setting me on a path that’s defined my approach in the corporate world ever since.
I’ve been in tech for almost 30 years now. I didn’t plan it — I just kept saying yes to interesting problems and trying to work with smart people.
Along the way, I watched folks like Steve Jobs, Bill Gates, Pat Gelsinger, and Satya Nadella shape the world we live in. I learned a lot just by paying attention — how they handled pressure, how they told stories, how they adapted.
I came up during Y2K and 9/11. I lived through the rise of virtualization, the move to the cloud, the Kubernetes boom, and now AI. It’s been a hell of a ride. Some of it was fun, some of it was hard, and all of it left a mark.
These days, I’m less focused on what I can build for myself — and more interested in what I can help build with others. If I’ve picked up anything along the way, it’s that momentum matters, people matter, and none of us do this alone.
Thanks for reading.
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