I've spent my career inside PE-backed technology teams in healthcare: first writing code, then leading the people and systems around it. Much of that work has been in compliance-heavy environments, where HIPAA, data governance, and audit readiness aren't afterthoughts but constraints that shape every technical decision. A significant part of it has also been integration work, connecting systems to practice management platforms and the broader ecosystem of healthcare data that surrounds them. Operators who've been through a buyout, a carve-out, or a platform build know the particular pressure of that environment. That's where most of my experience lives.

Sometimes I consult founders and engineering leaders. The work is usually some mix of four things: thinking through a hard decision out loud, writing it down clearly, helping teams find a practical path to AI adoption, and occasionally helping build the thing once the decision is made. Architecture, hiring, org design, compliance posture, and the quiet operational choices that decide how the next year goes. Often the real question underneath the stated one is about people or structure, not technology.

I try to be calm, direct, and useful. I write most things down, and what I write down belongs to you. Engagements tend to be short and focused rather than open-ended. If I don't think I can help, I'll say so early and, where I can, point you to someone who can.

I write here as well: short essays on building teams and software in constrained environments, drawn from the work rather than from theory.