From ToolsTo Capabilities
AI adoption is not measured by licenses. It requires reusable patterns, standards, governance, training and clear operating ownership.
Enterprise Technology & AI Transformation Executive
Driving AI-led enterprise
transformation through
technology, operating-model
redesign and execution.
I lead at the intersection of enterprise technology, AI strategy, workflow redesign, governance and execution, turning emerging capabilities into scalable business outcomes.
- Current role
- SVP, AI Enablement & Enterprise IT, Altisource
- Enterprise mandate
- Company-wide Enterprise IT · AI Enablement across 7 business lines and 5 corporate functions
- Industry
- Financial services & real estate technology
- Based in
- Plano, Texas
200+Peak headcount of largest global technology organization led
Multi-million $Cost reduction delivered and committed
1,400+Employees equipped for practical AI adoption
2 majorAI-led operating-model transformations underway
A point of view shaped by execution
Enterprise AI is not a technology deployment.
It is the redesign of how work gets done, how decisions are made and how accountability is exercised.
The organizations that scale AI will be the ones that connect technology with process, data, governance and organizational readiness. The model is only one part of the system.
From TasksTo Workflows
Individual productivity matters. Enterprise value emerges when AI, rules, data and human judgment reshape work from end to end.
From AutomationTo Operating models
When agents begin performing operational work, roles, controls, management responsibilities and accountability must evolve with them.
The throughline
AI is the defining next chapter in a career of reshaping how enterprises operate and scale.
Scaling AI is an enterprise transformation challenge:
Bringing technology, operating-model design, governance and execution together to build the capabilities an enterprise needs for its next stage.
Selected leadership record
Building enterprise capabilities, modernizing platforms and redesigning how work gets done.
01Building an enterprise AI capability
Established a company-wide AI Enablement capability spanning multiple business lines and corporate functions, connecting opportunity discovery, governance, reusable architecture, workforce readiness and delivery.
Selected scale1,400+ employees enabled in AI fluencyMulti-million-dollar cost reduction delivered and committedEnterprise governance and reusable delivery patterns established
Leadership lessonAI scales when the enterprise treats it as a managed capability, not a collection of tools.
02Redesigning operations around AI-first work
Leading two enterprise operating-model transformations that combine process discovery, codified institutional knowledge, policy-driven decisioning, agentic orchestration and human oversight.
Current directionTwo major operating-model transformations underwayEnd-to-end workflows being redesignedExplainability, decision gates and human accountability built into the architecture
Leadership lessonThe objective is not to automate every task. It is to redesign how the function operates.
Read the architecture pattern →03Turning fragmented technology into an enterprise function
Consolidated three fragmented technology organizations into a centralized enterprise model and led global capabilities spanning infrastructure, application support, service management and end-user computing.
Selected outcomesApproximately 200 resources at peakThree organizations consolidatedNear-perfect service-level achievement
Leadership lessonScale requires clear ownership, operating discipline and distributed accountability.
04Modernizing core technology while preserving continuity
Led the migration of enterprise applications and platforms from the data center to the cloud, while helping recover a delayed, over-budget enterprise ERP implementation through stronger executive governance.
Selected outcomesFull enterprise cloud migrationZero material business disruptionExecutive-level ERP turnaround
Leadership lessonTransformation only counts when the organization can absorb it and the business keeps running.
05Transforming delivery economics and predictability
Built portfolio and delivery capabilities across multiple leadership mandates, using governance, intake discipline and execution cadence to improve throughput, economics and predictability.
Selected outcomesDelivery throughput doubled$1M annual cost reduction$4M incremental annual revenue with the largest customer
Leadership lessonBetter outcomes usually begin with a better operating system for decisions and delivery.
06Accelerating software delivery at portfolio scale
Led a large-scale Agile transformation across global engineering portfolios, replacing long release cycles with a more frequent and predictable delivery model.
Selected outcomes$200M+ portfolios directedRelease cycles reduced from 12-18 months to quarterlyEnterprise delivery practices scaled across global engineering teams
Leadership lessonTransformation becomes durable when governance, team structure and delivery cadence change together.
How I think about enterprise AI
Six principles for moving from experimentation to transformation.
The workflow is the unit of transformation
AI creates value by transforming how work flows across people, systems and decisions, not by optimizing individual tasks.
AI changes the operating model
Digital labor requires organizations to rethink roles, management practices and how work is organized.
AI is a transversal enterprise capability
Its success depends on alignment across business, technology, data, risk and workforce functions.
Governance belongs inside the workflow
Trust comes from controls that are built into execution, not from reviews performed after the fact.
Exceptions reveal where judgment matters
The goal is not to remove humans from the process, but to focus human attention where it creates the most value.
Outcomes trump sophistication
The measure of success is business impact, not the complexity of the underlying AI.
Ideas in Practice
Perspectives shaped by enterprise transformation.
Perspective
AI changes more than the tech stack
Why AI's biggest impact is on the work stack, and what that means for workflows, expertise and operating models.
Read Architecture patternBeyond automation: an enterprise pattern for agentic operations
A reusable architecture for redesigning policy-driven work around orchestration, explainability, progressive autonomy and human accountability.
Read PerspectiveFrom observability to organizational trust
Why visibility into decisions, controls and accountability is what turns AI capability into earned delegation.
ReadExecutive background
Technology breadth.
Transformation depth.
AI at enterprise scale.
Senior Vice President of AI Enablement & Enterprise IT with leadership experience spanning engineering, consulting, program management, product delivery, technology operations and enterprise-wide AI adoption.
SVP, AI Enablement & Enterprise IT
Altisource
Enterprise AI charter, technology strategy, governance and AI-led business transformation across seven lines of business and five corporate functions.
Why the moveThe AI Enablement foundations built while running Enterprise IT proved out enough value to warrant its own enterprise charter.
VP, Solution Delivery & Support
Altisource
Enterprise IT, solution delivery, technology transformation and the foundations of AI Enablement, including governance and reusable AI patterns.
Why the moveStepped up to own Enterprise IT end-to-end after consolidating delivery and PMO, then began building AI capability alongside it.
Director, Product & Services Delivery
Altisource
Consolidated delivery management across product lines and led new product launches, including next-generation Credit Reporting and Loan Origination systems.
Why the moveMoved from process and governance into direct ownership of product delivery and the company's largest client relationship.
Director, Program Management Office
Altisource
Built the PMO from the ground up, establishing Stage-Gate governance and client delivery methodology.
Why the moveJoined to bring the portfolio discipline and Agile transformation experience from CA Technologies into a smaller, growing organization.
Senior Director, Engineering Program Management
CA Technologies, now Broadcom
Led enterprise Agile transformation cutting release cycles from 12-18 months to quarterly, directing $200M+ portfolios.
Why the moveEarlier roles in engineering and consulting (CA Technologies, Comsys, Mastek) built toward this first large-scale portfolio mandate.
MIT Applied Agentic AI for Organizational Transformation
Bachelor of Engineering, Electronics
PMP · Certified Scrum Master
Start a conversation
Interested in the next chapter of enterprise transformation?
I welcome conversations with executive leaders and search partners about AI, enterprise technology and operating-model transformation.