Strategy built from the room, not the research.

The path here

I started as a high school teacher, covering everything from AP European History to web design, before moving into school leadership as a dean and then a building principal.

That gave me a ground-floor view of how public institutions actually make decisions. They move slower, lean harder on relationships, and carry far more risk aversion than most vendors assume. It is the single most common reason good products fail in this market.

In 2002 I moved into strategy consulting, and I have spent the years since leading strategy for organizations that build and sell into public sector markets. That has meant developing brand positioning, building the marketing and sales-enablement assets that carry that positioning into the field, and scaling go-to-market through partner and channel ecosystems tied to major technology platforms.

More recently the work has centered on a question every organization I talk to is asking: where does AI actually belong in the strategy, the product, and the pitch, and where does it not. I bring a practitioner's read on that, not a hype cycle's.

This site is where I take on independent advisory work outside my full-time role: focused engagements, strategic sprints, and select advisory relationships.