What types of roles are you best suited for?

I’m best suited for senior technology leadership roles such as VP of Engineering, VP / Sr. Director of IT, or Head of Enterprise Platforms. My strength lies in leading large-scale transformation initiatives that span engineering, infrastructure, cybersecurity, and governance, particularly in organizations navigating growth, modernization, or increased regulatory and risk complexity.

How would you describe your leadership style?

I lead with a balance of clarity, trust, and accountability. I believe in setting clear direction, empowering teams to make decisions, and creating operating models that scale. I’m hands-on where it matters, especially around architecture, risk, and strategy, but I focus on building strong leaders and teams rather than being the bottleneck.

What kinds of transformation initiatives have you led?

I’ve led multiple enterprise-wide initiatives, including cloud and platform modernization, cybersecurity and risk governance transformation, and the responsible introduction of emerging technologies such as AI. These efforts typically involve legacy environments, cross-functional stakeholders, global teams, and executive or board-level visibility.

How do you balance innovation with security and governance?

I view security and governance as enablers of innovation, not obstacles. The goal is to create clear guardrails such as policies, standards, and processes, that allow teams to move quickly and responsibly. Whether it’s cloud platforms, cybersecurity tooling, or AI adoption, I focus on designing systems that support growth while maintaining trust, resilience, and compliance.

What is your experience with cybersecurity and risk management?

Cybersecurity and risk management have been core parts of my leadership scope. I’ve overseen the modernization of security architectures, alignment with recognized frameworks, audit readiness, and collaboration with Legal, Risk, and executive leadership. I’m comfortable engaging with auditors, insurers, and board-level stakeholders on risk posture and controls.

How do you approach working with executive leadership and the board?

I focus on clear communication, shared context, and practical decision-making. My role is often to translate complex technical realities into business-relevant trade-offs—cost, risk, scalability, and opportunity, so leadership can make informed decisions. I value transparency and prefer to surface risks early rather than react later.

What is your experience managing globally distributed teams?

I’ve led and supported teams across the U.S. and Asia, spanning engineering, infrastructure, security, and support functions. I place strong emphasis on clear expectations, documentation, and consistent operating rhythms, while also being mindful of cultural differences and time zones. Building trust and leadership depth across regions is a priority for me.

What motivates you as a technology leader?

I’m motivated by solving meaningful problems at scale—especially where technology, people, and process intersect. I enjoy modernizing platforms, reducing organizational friction, and enabling teams to do their best work. Ultimately, I’m driven by building technology foundations that organizations can rely on and grow with confidence.