My Story
From The Machine Floor To The Boardroom
I started out fixing heavy machinery. I ended up fixing how work flows - because in shipping, manufacturing, and software alike, the bottleneck is almost never the machine. It's the handoff.
As an engineering intern, I watched overhaul schedules slip not because the work was hard, but because parts arrived late and documents weren't coordinated. I realized that processes fail where teams, data, and decisions meet - and that the bigger the operation, the bigger the coordination cost.
That's what drew me out of engineering and into project and operations management: the chance to fix the flow of work, not just the equipment.
So my work answers three questions in sequence: What are we delivering? (scope and plan), What does it cost? (budget and resources), and Who is accountable, and when is it done? (governance and delivery).
Across healthcare, logistics, and software, the method is the same: align, measure, deliver. Whether it's a hospital's capital allocation, a logistics network's cycle times, or a platform's sprint backlog - I own the outcome, not just the plan.