A Builder, Problem Solver and Team Player
My work spans technology, sales, client strategy, operations, and leadership. I enjoy understanding how organizations work, identifying what gets in the way, and helping people turn ideas into practical improvements.
Working with small and mid-sized organizations has taught me to look beyond the immediate problem. A useful solution needs to fit the people doing the work, the resources available, and the goals of the organization.
How I Think About Leadership
I believe good leaders remain learners. They pause before reacting, ask questions, and work to understand the perspectives of the people involved and how a decision may affect them. They welcome ideas from others, acknowledge their mistakes, and use what they learn to improve.
That openness belongs alongside accountability. Leaders need to care about people and challenge them directly, define responsibilities, and delegate with enough context and trust for others to take ownership. They also help shape and represent the organization’s culture through their everyday decisions and behavior.
In difficult situations, I aim to bring calm, listen carefully, and help people find a clear next step. I won’t always have the answer, but I can take responsibility for how I respond and keep learning.
Ideas That Have Shaped My Approach
Books give me new ways to think about leadership, strategy, and working with people. These are a few I’ve found useful. Select a title to read my thoughts.
Traction — Gino Wickman
I appreciate the emphasis on turning vision into execution through clear priorities, measurable goals, accountability, and organizational discipline. Many of the concepts surrounding scorecards, meeting rhythms, processes, and clearly defined responsibilities align closely with how I naturally approach organizational problems.
Never Split the Difference — Chris Voss
One of my favorite lessons from this book is that good negotiation begins with understanding people. Curiosity, careful listening, thoughtful questions, and empathy are often more effective than simply trying to persuade someone. Those principles have influenced how I approach sales conversations, difficult client situations, negotiations, and leadership discussions.
Radical Candor — Kim Scott
The idea that leaders can care personally while challenging directly strongly resonates with me. I believe avoiding difficult conversations rarely helps someone improve. The goal should be honest feedback delivered by someone who genuinely wants the other person to succeed.
The 6 Types of Working Genius — Patrick Lencioni
This framework reinforced something I've seen repeatedly in teams: people don't all contribute in the same way, and they shouldn't be expected to. Understanding where people naturally gain energy — and where work drains them — can help leaders build stronger teams and put people in positions where they can do their best work.
The Culture Fix — Will Scott
Culture isn't something that exists in a mission statement or a list of values on a wall. It's created through the behaviors organizations repeatedly encourage, tolerate, reward, and correct. That idea has significantly influenced how I think about leadership and the responsibility leaders have for intentionally shaping the environments they create.
Essentialism — Greg McKeown
I appreciate the reminder that meaningful progress comes from focusing on what matters most and being deliberate about priorities. It has also shaped how I think about becoming a better employee and leader: understanding what I own, where I can contribute most, and when to hand work off so others can do their part. For me, putting that into practice means defining roles clearly and making handoffs explicit and encouraged, with the context and expectations the next person needs to succeed. That clarity helps people take ownership, support one another, and stay focused on the work that makes the greatest difference.
I take what’s useful, question what doesn’t fit, and test those ideas against experience.
Books and authors mentioned on this page are included solely as personal reading recommendations and influences. I have no paid affiliation with these authors or publishers, and their inclusion does not imply their endorsement of me or this website.
The question that keeps me interested in this work is simple: How can we make this work better for the people involved?