For the past 14 years, I’ve been the CEO of a software company serving higher education, leading teams, making hard decisions, and learning what it actually takes to build sustainable organizations in complex environments.

My work has always lived at the intersection of leadership, technology, and accountability. I’ve been responsible not just for strategy, but for outcomes: setting direction, supporting people, navigating uncertainty, and ensuring the systems we build, technical and human, hold up under real-world pressure.

Over time, this has shaped how I think about leadership.

Good leadership isn’t about control or charisma. It’s about clarity. It’s about creating environments where people can do good work without unnecessary friction, drama, or burnout. It’s about choosing tools and processes that support responsibility instead of hiding it.

Technology is a big part of that story. I’ve spent years working with content systems, personalization, accessibility, and now AI, not as abstract concepts, but as levers that can either simplify work or quietly make it harder. I’m especially interested in how leaders can adopt new tools thoughtfully, without chasing hype or outsourcing judgment.

On this site, I write about:

• Leadership in the real world (especially when things are messy)

• Accountability, decision-making, and culture

• Technology and AI as leadership tools, not shortcuts

• Building systems that support people instead of exhausting them

Everything here is informed by lived experience: leading through growth, constraint, change, and uncertainty, not theory or trend cycles.

If you’re thinking about how to lead well, choose technology wisely, and build something that lasts, you might find something useful here. 

• Handling Complaints Without Fueling Drama
• The energy audit: what to stop, start, and continue
• Losing well: How honest reflection turns defeat into a growth
• Why leaders waste time (and how AI might be able to fix that)
• Not all feedback is created equal