INNOVATION STRATEGY
Most organizations don't have an innovation problem.
They have a perception problem.
They can’t see what they’re not asking. They can’t build what they can’t imagine. And they can’t imagine it because the people in the room who are brilliant, experienced, and credentialed are all looking at the same evidence through the same lens.
That’s where I come in.
Most organizations don't have an innovation problem.
They have a perception problem.
They can’t see what they’re not asking. They can’t build what they can’t imagine. And they can’t imagine it because the people in the room — brilliant, experienced, credentialed — are all looking at the same evidence through the same lens.
That’s where I come in.
WHERE STRATEGY MEETS THE UNSEEN
I work with organizations and leadership teams at the front edge of complex problems: new products and services that don’t exist yet, initiatives that have stalled, ideas that need someone to think them all the way through.
I bring futurist thinking, systems pattern recognition, and the kind of fearless collaborative presence that surfaces the questions no one in the room is willing to ask. I have built physical and digital products from concept to creation. I have worked inside some of the most regulated, risk-averse industries in the country and found the creative opportunity inside the constraint.
In 2015, I was hired as the sole consultant on what appeared to be a consolidation project: nineteen state-specific insurance forms unified into one universal document. What happened inside that project was something else entirely.
The work doesn't always look dramatic from the outside. The impact usually does.
AN UNCOMMON APPROACH
I don’t arrive with a methodology and apply it to your problem. I arrive with a set of capabilities and apply them to whatever your problem actually is, which is often not the problem you described when you called.
My approach is genuinely collaborative. I think better in dialogue. I build better in partnership. And the most important insight in any engagement almost always comes from inside the organization, not outside it. My job is to create the conditions for that insight to surface and then help you know what to do with it.
A FRAMEWORK FOR INTENTIONAL AI INTEGRATION
I have been working with and writing about artificial intelligence for several years — researching it, applying it, speaking on it, and developing a framework for using it responsibly in creative and organizational contexts.
My IAIMe Ethics Framework guides that practice: built on principles of bias awareness, intentional tool training, non-validation-seeking, and the foundational belief that AI amplifies human capability rather than replacing it.
I advise organizations on AI integration from this same foundation. The focus is mindset, ethics, and cultural readiness. Not technology adoption for its own sake.
IT BEGINS WITH A CONVERSATION
Most engagements start in one of two places:
You have an idea that needs a thinking partner who can see the whole system, ask the hard questions, and help you build something real from it.
You know you need something new — but you don’t yet know what that something is.
Both are places I work well.
Engagements can include developmental collaboration on existing concepts, innovation advisory, AI integration consulting, and cross-functional facilitation for teams navigating complex creative or strategic challenges.
“To define is to limit” – Oscar Wilde