Strategy & Operations · Business Operations · Chief of Staff
I find what matters, make it legible, and build what is needed.
Across financial markets, global controls, healthcare technology, and AI-augmented operations, I learn systems quickly, find what matters, and translate it into action.
The value is not that I have worked in several industries. It is that I can recognize what transfers between them—and combine systems, evidence, people, and strategy around the problem at hand.
How to read it: Colored groups are thinking lenses. Inner nodes are reusable operating capabilities. Outer nodes are the roles and projects where those capabilities were demonstrated. A line means the connected ideas appeared together in the same work.
Selected work
Recommendations are useful. Operating results are better.
Three examples of diagnosing a problem, aligning the people around it, and carrying the solution into the operating environment.
Centene · Technology portfolio governance
Built the operating backbone
Developed the first enterprise-wide timekeeping data function for a 6,000-person technology organization, then used systemic diagnosis and cross-functional escalation routines to make compliance self-sustaining.
30% → 99%compliance across 700+ managers
HSBC · Global Markets Product Control
Standardized without flattening local reality
Owned live P&L across multiple Asia-Pacific trading books and redesigned a fragmented workflow spanning markets, systems, controls, risk, and business stakeholders.
80% more accurateand 60% faster across 16 branches
JPMorgan · Fund Services
Turned recurring friction into shared infrastructure
Reworked manual asset-pricing processes and created reusable information systems so previously solved questions did not have to be reinvestigated from scratch.
90% reductionin errors and processing time
Career arc
A sequence of systems learned, improved, and carried forward.
The titles change. The repeated behavior does not: orient quickly, understand the real user, build around friction, and take ownership of the result.
2010E*TRADELearn the market
2011Thomson ReutersUnderstand the user
2014JPMorganBuild around friction
2017HSBCOwn the controls
2023CenteneBuild the infrastructure
NowAI + OperationsRedesign the interface
Operating principles
How I tend to become useful.
These are not personality adjectives. They are patterns repeated across roles, institutions, and levels of formal authority.
01
Ownership before title
Stakeholders have repeatedly treated me as the point of accountability before the formal hierarchy caught up.
02
Build around friction
When a process repeatedly fails, I look for the missing system rather than asking people to compensate indefinitely.
03
Transfer the principle
I carry what works across contexts without copying the surface solution.
Current explorations
The questions I am building toward.
Working directions, presented as explorations rather than inflated claims of shipped expertise.
Judgment, kept human
How might AI strengthen human judgment instead of replacing it?
Narrative interfaces
How might hidden patterns become explorable instead of remaining trapped inside static documents?
Markets made legible
How might complex financial systems become intuitive to people without specialized training?
Curriculum made personal
How might one national curriculum stay personal to every student who meets it?
Trust made accountable
How might a referral carry real stakes, not just a name?