Twenty-five years in banking taught me how to manage risk. My work now is helping organizations manage the risks of artificial intelligence, before those risks reach the people they affect. I want to do one thing well: assess how organizations use AI and tell them, clearly and honestly, where the risk actually sits. AI risk lives where technical, legal, and operational questions meet, and that intersection is exactly where my background sits: operational risk, policy management, and change management, now paired with formal training in AI strategy and AI law and policy. This combination matters because AI risk is rarely just a technical problem or just a legal one. It's also governance. Who is accountable, whether a human is genuinely in the loop, whether anyone is testing outcomes for fairness, and whether the organization can sustain responsible use over time. Those are the questions I help organizations answer.
Category:Business & Ops
Experience: 10+ years
Open to: On-site, Hybrid, Remote
Locations: Minneapolis/St Paul Area; Greater Minnesota; Chicago Area; Washington D.C. Area; San Francisco Bay Area; Boston Area; Portland, Oregon Area
Timezones: US Eastern, US Central
Employment types: Full-time, Contract
Contribution types: Individual Contributor, Co-founder
Status: Actively looking
Underrepresented: Identifies as underrepresented
Expertise: AI Governance & Risk Management, Risk Assessments & Control Reviews, AI Policy & Regulatory Strategy, Policy Architecture & Implementation, Cross-Functional Program Leadership, Corrective Actions & Issue Remediation, Business Process Optimization
In their words
How would you describe your ideal next role?
Role responsibilities would be operationally focused on developing and implementing responsible AI frameworks and policies, managing AI ethics compliance and bias mitigation programs, conducting risk assessments, coordinating with legal and compliance teams on AI regulations, AI training and awareness programs. As a Responsible AI Program Leader, I would be working with senior leadership.
How would you describe your professional background?
In mortgage default servicing at a heavily regulated bank (Wells Fargo), I directed quality assurance audits finding the control gaps others missed, work that surfaced a critical servicing deficiency significant enough to prompt an enterprise-wide policy change. Over the next decade I deliberately deepened that expertise, moving from operational risk reviews into enterprise policy architecture and then into leading high-exposure regulatory remediation programs, pioneering methodologies like Business Process Risk Management and maintaining zero audit failures across a portfolio of the bank's most sensitive corrective action work. Recognizing that AI is moving into the same regulated stream I worked in for twenty years, I made a decisive pivot, earning Cornell certificates in AI Strategy and AI Law & Policy to apply my hard-won credible-challenge discipline and control expertise to Responsible AI, where the scarce combination of bank-grade governance, risk and compliance rigor and current AI governance training positions me to lead.
How would you describe your ideal next employer?
My ideal next employer is a mission-driven organization, financial services or insurance company, a consultancy building Responsible AI practices, or a nonprofit or civic-tech organization advancing algorithmic accountability and ethical technology. An organization that prioritizes AI governance as an operational discipline. It would likely be a mid-to-large enterprise (or a well-resourced nonprofit) established enough to have real regulatory stakes and AI systems entering high-consequence decisioning, yet still early enough in its governance maturity that I can architect frameworks from the ground up. The culture would prize credible challenge, evidence-based rigor, and cross-functional influence in an environment where risk, compliance, technology, and operations are aligned toward protecting customers and the public interest, and where doing the right thing is understood as core to the business rather than a constraint on it.
