From Big 4 to Big Tech
to Building My Own.

Fifteen years at PricewaterhouseCoopers — nine in Europe across a dozen countries, six in the US. I started in IT Strategy and CIO Advisory in the Netherlands, then moved to M&A Consulting in the US when the work got more interesting. Both roles gave me the same thing: deep exposure to how large organizations actually function when the pressure is on.

My specialty was business process and systems integration, mostly in M&A contexts. If you've ever watched two Fortune 500 companies try to merge their ERP systems while people on both sides wonder who's getting cut, you understand why this work matters. Getting it wrong destroys value that the financial model said was there. I saw it happen. I got called in to fix it. Over time, my deals touched $10B+ in aggregate deal value.

The thing I built that I'm most proud of: the BPSI Framework (Business Process & Systems Integration). I co-authored it to address what I kept seeing — integrations that failed not because the deal was bad, but because nobody had a solid methodology for the operational phase that comes after signing. We redesigned it into the firm-wide standard. Applied it across dozens of transactions.

By the end I was selling and managing my own book of work — projects ranging from sub-$100K engagements to ones worth multiple millions in fees. But the more lasting output was a very clear mental model of how change actually moves through large organizations — and what stops it. That model has been worth more than any single deliverable I produced.

After PwC, I joined CrossCountry Consulting to build something from scratch. They had almost no West Coast presence. My job was to change that.

In about a year, I grew the West Coast practice from 8 to 15 consultants and pushed it to roughly $5M in revenue. I carried full P&L responsibility and closed $1.5M in personal sales. It was a different muscle than Big 4 — leaner, faster, much less infrastructure to rely on. You figure out quickly what you actually know versus what the brand was doing for you.

The role also gave me hands-on business transformation work with mid-market and growth-stage companies — a different pace and set of constraints than Fortune 500. Useful context I still draw on.

Marvell is a $5.5B semiconductor company with 7,000 people globally. When I joined as Sr. Director and CIO Chief of Staff, they were mid-transformation — running a complex global operation while AI was shifting fast around them. The job was broad by design: strategy execution for the CIO, cross-functional alignment across IT and business units, and — critically — getting the company to actually adopt AI at scale, not just pilot it.

The ambiguity suited me fine. I've never been good at jobs that fit neatly in a box.

The headline result: AI adoption from single digits to 80%+ across the organization. That's one of the higher enterprise adoption rates you'll find. We deployed six platforms — M365 Copilot, GitHub Copilot, Glean, Moveworks, Cursor, and AWS Bedrock — but the platforms weren't the hard part. The hard part was sequencing the rollout so people encountered AI in contexts where it genuinely helped their job. That's what made it stick.

Beyond AI: I shaped $10M+ in annual IT investment decisions and cut IT spend by more than 15% at the same time. Strategy that paid for itself.

I also built the IT leadership operating cadence and contributed to strategic planning cycles. Useful work that doesn't get a headline, but it matters a lot to how a CIO's office actually functions.

You can't give good AI advice if you haven't built anything yourself. That's my honest view. It's too easy to stand at a whiteboard and describe a future state that sounds plausible but would fall apart the moment someone tried to implement it.

So I built things. TradeVind came out of a problem I was living: managing an executive job search is genuinely messy, and nothing on the market handles it well. So I built an AI-powered CRM that does. Version 1 proved the concept. V2 is the real product.

I also built OpenClaw / Sven — my own personal AI infrastructure. Multi-agent system, 50+ custom skills, persistent memory, the works. It handles research, drafting, analysis, and planning in ways that have genuinely changed how I work. Not marginally. Substantially.

This isn't side-project energy. It's nights and weekends spent hitting actual walls and working out what's on the other side. That's the experience I bring when I sit down with a client.

I'm looking for my next executive role — VP or Sr Director in AI Strategy, Digital Transformation, Client Engagement, or Professional Services — at a growth-stage company or Fortune 500 that's actually serious about what it's doing with AI. Bay Area hybrid is the preference; remote globally is on the table. I want to be somewhere that's building capability that compounds over time, not running a pilot to show the board something's happening.

In parallel, I'm building an AI consulting practice. For executives and their teams: enterprise AI strategy, platform selection, adoption programs. The full picture, built on the Marvell playbook. For individuals: hands-on setup for professionals who know AI should be helping them but can't get it to actually work for their specific job.

What makes me useful in both contexts: I connect ideas across domains in ways that tend to surprise people. Conversations don't end with a deliverable — they end with someone thinking differently about their own problem. That's the thing I'm most interested in doing.