I spend my career finding better ways for businesses to work.

I started at Verizon in a mall kiosk in Spokane. Twelve promotions later, I was Associate Vice President of Solutions Architecture for National Technical Sales, reporting to the Chief Revenue Officer of Verizon Business. Across four Senior Sales Director roles I led 1,000+ people across 20 states and over a billion dollars in revenue.

That's the resume. What I actually did, in every role, was the same thing: find the broken system everyone had stopped questioning, redesign it, and get the people around it to adopt the new version.

The quota model nobody trusted. The CRM workflow everyone worked around. The customer onboarding gap costing us $53M a year in churn, until I built the customer success function that cut it in half. The RFP process that drained pre-sales. The handoffs that lost customers between sales and service.

The pattern was always the same: see what's accepted, ask why, redesign it, get it through finance, HR, operations, and the executives, ship it. Verizon rewarded that pattern with four President's Cabinet wins and a seat on the only field-led Master Red Team, pressure-testing CEO-level strategy with eleven other operators trained by Bryce Hoffman.

I left in 2024 through Verizon's Voluntary Separation Program. Not because I was burned out. Because I could see what AI was about to do to every operating system inside every business, and I wanted to be hands-on with the tools while the rules were still being written.

Two years later: six live AI products, 30K+ monthly users, 5,000+ hands-on hours in the tools. I'm not a software engineer and don't want to be. What I am is an operator who can now prove an idea in working software fast enough to skip half the meetings.

That's the lens I bring to AI work now. Less novelty, more leverage. Find the friction. Redesign the system. Prove the fix with something real.