Frisco, Texas
Enterprise accounts
Enterprise account leadership · AI adoption at scale
Enterprise AI does not fail on the model. It fails on adoption.
I have spent 24 years owning a small number of very large accounts end to end — the CXO relationship, the revenue number, and the deployment that has to actually land. I build the systems myself, so the technical conversation does not get handed to someone else.
Fortune-10 healthcare
Client partner
Owned end to end
The number
$3M to $27M in three years — and the mechanism is the interesting part.
- Opening position
- $3M · 2016
- Adjacency capture. Landing a capability inside one business unit, proving the outcome, then taking it to the next one.
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- Brand and geography expansion. The same pattern extended across brands and three geographies rather than re-sold each time.
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- Trusted-advisor renewals. A multiyear plan held at CXO level, so the account was not re-pitched at every cycle.
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- Closing position
- $27M · 2021
Expansion, not new-logo hunting. The delivery organization behind it grew from 10 to 300 across three geographies over the same period. It was recognized with the EPAM CEO Award for Value Creation.
CIO · CTO · CDO · COO
Business-line leadership
The role
What I own in an account.
Executive relationship depth
CIO, CTO, CDO, COO and business-line leadership. A trusted-advisor position held across multiyear cycles, not rebuilt at every renewal.
Revenue and expansion
Multiyear account plans, consumption and recurring-revenue growth, forecasting, and adjacency mapping across brands and business units.
Complex enterprise cycles
Multi-stakeholder pursuits through procurement, legal, security and technical evaluation. RFP leadership through to award.
AI adoption and scale-up
Pilot to production, workflow redesign, readiness and adoption measurement — and the change motion that decides whether a deployment holds.
Technical credibility
Architecture, data foundations, retrieval and evaluation discussed directly with engineering audiences, not routed to a solutions engineer.
Governance in regulated conditions
Data privacy, IP and content rights, audit-grade traceability, and deployment controls where the answer has to survive scrutiny.
Production, not prototype
Solo, end to end
The differentiator
I do not only sell AI. I build it.
Most people in this seat hand the technical conversation to a solutions engineer. I write the systems, which is why architecture, retrieval and evaluation are a discussion rather than a hand-off — and why I can tell a CTO what will not work before it is scoped.
Regulated-compliance adjudication
Reads obligations against live SEC and FINRA sources, adjudicates exceptions and produces a defensible remediation trail — built for environments where the output has to survive an audit.
Production AI-OCR, at CIO and COO level
Unstructured field documents converted into a clean analytics database for a global industrial distributor. I owned the adoption motion as well as the build: field-user readiness, enablement and measurement.
Audit-grade traceability
Agentic orchestration and multi-step LLM workflows instrumented with evaluation harnesses and Merkle-hashed event logs under agentic CI, so a claim about what the system did can be checked rather than asserted.
I write up what I find in the field. 13 teardowns on where value leaks in enterprise systems, and the working fix.
Clients de-identified
Content and consumer first
The record
Accounts I have owned.
Described by shape rather than by name. I do not publish client names.
Global apparel group · two brands
Led migration of the content platform off a legacy CMS onto Adobe Experience Manager, then ported the same pattern to a second brand. Authoring, publishing velocity and site performance were the measured outcomes.
Page load ~8s → under 1sNational department-store retailer
Led the partner delivery track on an omnichannel commerce and content platform inside a 200–250-person program, aligning external vendors under matrixed reporting.
44 vendors aligned, launched on scheduleDepartment-store group · bakery-café chain
Executive workshops and design engagements: shaped the target customer experience and built the investment case ahead of budget cycles.
Funded ahead of the cycleGlobal technology manufacturer
Designed and scoped a competitive-intelligence capability monitoring pricing, catalog, inventory and content signals across the market to feed commercial decisions.
Market signals into commercial decisionsFortune-10 healthcare distributor
Owned the account end to end. B2B commerce, a clinician-facing program addressing physician burnout, in-store experience across a ~1,200-store retail network grounded in ethnographic research, and a rapidly stood-up cold-chain visibility application built with a hyperscaler under national distribution conditions.
$3M → $27M recurring in three yearsSecond Fortune-500 healthcare enterprise
Extended a proven re-platforming pattern into a second enterprise: replaced intensive managed services with an owned, headless architecture.
~$8–10M TCVGlobal industrial distributor
Production AI-OCR converting unstructured field documents into a clean analytics database. Owned the full adoption motion — field-user readiness, enablement and measurement — engaged at CIO and COO level.
80%+ efficiency gain in field reconciliationTwo national health insurers
Pursuit leadership across won engagements in a heavily regulated, procurement-intensive buying environment.
~$20M TCV wonStated, not hidden
Why media
I have not sold into a studio or a streaming service.
I am not going to claim otherwise, and I do not have media buying or agency holding-company experience either.
What I have run is content and experience platforms for global consumer brands: CMS migration and personalization, audience and MarTech programs, commerce and content workflows.
That work sat inside matrixed multi-brand organizations where the constraint is rights, approvals and a dozen stakeholders rather than technology. The vertical is new; the shape of the problem is not.
Frisco, Texas