A long path through IT, healthcare, and Yale — always learning.

I started working in IT at 15.

My first job was an internship at a small communications company in Southington, Connecticut. By the time I left five years later, I was running shifts, supporting customer accounts, and building servers.

From there I went deeper into infrastructure — network design, virtualization, disaster recovery, building out server rooms. I thought that was the work.

It wasn't.

Healthcare taught me the work was people.

I joined Hartford HealthCare in 2008 as a network administrator. Over 13 years I moved through EMR rollouts, Lean facilitation, enterprise program management, and eventually operational excellence at the system level — governing more than 400 projects and programs across clinical, operational, and financial priorities.

The technology kept changing. The thing that determined whether it worked never did: clear decision rights, disciplined process, people who were actually ready for the change.

Some of the work I'm most proud of from that era:

• COVID-19 response. Designed and activated three field hospitals with 200+ local government and military partners in three months.
• Eliminate Patient Harm. Led the program that reduced patient harm 26% and saved $1.6M.
• Clinical Care Redesign. Directed initiatives that generated more than $30M in savings.
• Enterprise intake and governance. Redesigned prioritization procedures (+26% decision efficiency) and built a capacity model (+18% resource utilization).

Now I'm at Yale — and learning something new.

I joined Yale in December 2022 as Director of Process Improvement, and in 2025 was named Senior Director of the Operations Portfolio Management Office (OPMO), where my team integrated project management, change management, and process improvement as one system — not three siloed capabilities. That work supported some of Yale Operations' biggest efforts: OneFinance, the Learning Strategic Initiative, the Job Framework Redesign, and governance of an IT portfolio of more than $20 million in projects a year.

Today I'm Executive Director of Yale's Office of Strategic Initiatives, reporting to the Senior Vice President of Operations and Chief Operating Officer.

At the same time, I'm actively building and testing with AI. In May 2026 I completed Cornell's AI Strategy executive education program, which covered AI transformation strategy, operating model redesign, AI portfolio governance, and organizational adoption. My working thesis:

Sustainable AI adoption depends on the same fundamentals that drive portfolio delivery. Process design. Decision rights. Change readiness. If the operating system underneath is broken, no amount of AI will fix it. If the operating system works, AI gets to actually deliver.

What I'm doing here.

This site is where I share notes, experiments, and things I'm still figuring out. I post when I have something worth saying, not on a schedule.

If you're working on something adjacent — AI adoption, portfolio governance, change that actually sticks — I'd enjoy comparing notes.

The short version (for skimmers).

Credentials, if you're into that.