I'm a program and project management leader with 20 years of experience spanning engineering, quality, manufacturing, and contract manufacturing, including leading multi-million dollar capital programs and cross-functional teams. My ideal job is a Director of PMO role where I can build and lead a project management function that drives consistent, high-quality program delivery across an organization. My ideal company is a mid-to-large manufacturer or medical device/pharma company investing in maturing its PMO, with a culture that treats project leadership as a strategic partner rather than administrative overhead.
I'm a project and program operations professional who loves turning complexity into clarity, connecting people, priorities, data, and processes to keep meaningful work moving. I'm looking for a role where I can lead cross-functional initiatives, solve interesting problems, improve processes, and help teams work together better along the way. I'm hoping to find a people-centered organization where collaboration is valued and both the company and its people are invested in growing together.
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.
