Two ways to work together.

Open to senior leadership roles, full-time or fractional, at technology and healthcare organizations where the strategic question is AI in a high-stakes environment. CEO, Chief AI Officer, Chief Strategy Officer, and similar C-suite seats are all in scope. Right fit matters more than the title.

The seats I am drawn to are ones where AI is not a delegated workstream but a question the executive team owns directly because the survival or strategic position of the organization depends on getting it right. The combination of two prior founder exits, forty years across technology and healthcare, an active research program at the Daniels College of Business, and a production AI infrastructure platform shipping today is well matched to organizations facing this transition.

CEOs and boards of technology and healthcare organizations from growth-stage startups through publicly traded enterprises. Search firms representing aligned searches are welcome to make contact directly. The fit I look for is one where the role would be meaningful work for the next chapter rather than a credential pursuit, and where my combination of background would be unusually well matched to the organization's strategic moment.

• Two founder exits in healthcare technology: Total Benchmark Solution to Kaufman Hall and Madison Dearborn Partners (2016) and the Vizient business intelligence platform into IBM Watson Health
• Forty years across technology, healthcare, and high-stakes environments
• A production AI infrastructure platform shipping today (OrbisFramework) that operationalizes the architectural thesis
• An active research program at the Daniels College of Business advancing Petersen's Theory of Innovation Alignment
• The judgment that comes from having built, scaled, sold, and started over more than once

Senior role conversations are typically initiated by the organization or by a search firm representing the organization. The right path is either a direct conversation with the CEO or board, or a search firm with a specific search aligned with what is described above. The conversation begins with mutual exploration of fit before either side is committed to a process.

AI strategy work where the question is no longer whether to use AI but how to deploy it without breaking the things you cannot afford to break. Workflows where errors are expensive, the cost of getting it wrong is paid in patient harm, financial loss, regulatory exposure, or reputation, and the architectural decisions matter more than the model decisions.

Specific engagement types include AI strategy diagnostics for executive teams, AI infrastructure architecture review, decision-system design for high-stakes workflows, vendor and platform evaluation, AI governance framework design, and full implementation oversight where the work warrants it.

The common thread is that the questions sit above the level of the model and the platform. They are about where AI fits in the organization, what governance the deployment requires, and which classes of decision the AI can be trusted with versus which require human judgment that the AI is supporting rather than replacing.

Senior executives at organizations across healthcare, financial services, technology, retail, transportation, energy, and other industries facing high-stakes AI decisions. Growth-stage startups through publicly traded enterprises. Typically the conversation involves a CEO, CTO, CIO, Chief AI Officer, or board member directly. The organizations are at the stage where AI has moved from pilot to strategic question, and where the cost of getting the architecture wrong is large enough to justify a senior advisor.

• Forty years of consulting and senior executive work across healthcare, financial services, retail, transportation, energy, and technology in high-stakes environments
• Two founder exits in healthcare technology: Total Benchmark to Kaufman Hall and Madison Dearborn Partners; Vizient business intelligence into IBM Watson Health
• Founder of OrbisFramework, a production AI infrastructure platform that operationalizes the alignment-based and weakest-link decision architecture for enterprise workflows
• Direct authorship of the strategic thesis (The High Stakes Decision) used to frame these conversations
• Cross-industry pattern recognition across healthcare, payers, retail, transportation, and energy
• An active research program at the Daniels College of Business advancing Petersen's Theory of Innovation Alignment
• The capacity to translate between technical specialists and business leaders in both directions

Engagements typically begin with a discovery conversation followed by a scoped engagement proposal. Most are advisory in nature. Some extend into longer relationships, and a small set become recurring fractional advisory roles.