Strategic IT & Business Leader 

About Me

I'm a business-minded technology leader who thrives at the intersection of people, processes, and systems. With over 15 years in IT leadership, my passion is decoding complexity, uncovering operational inefficiencies, and architecting solutions that empower people to engage in more meaningful work.

What motivates me most is transformation that creates real impact. I enjoy enabling clarity, streamlining workflows, and lifting others by freeing them from tasks that drain their time, through improved processes and thoughtful automation.

My core values center on service and community, which I express through active volunteerism with Scouting America, advocacy for small business empowerment, and a deep personal commitment to improving educational access for all children. These values guide not only the organizations I join but also shape how I lead.

Notable Projects

Proposal Process Optimization
Role: Director of Corporate Technology | Flood and Peterson

Problem: Proposal development was slow, inconsistent, and error-prone due to misaligned templates, disconnected tool usage, and a lack of standardized processes across service teams. There was no clear alignment between proposal content and the most used carrier-product pairings, which led to delays and confusion during client-facing sales efforts.
Action: Analyzed carrier-to-client ratios to identify the most used carriers by product line, then developed proposal templates tailored to those relationships. Conducted interviews, cross-functional workshops, and process mapping to identify friction points in the proposal workflow. Introduced updated workflows and led user acceptance meetings to validate changes. Discovered underutilized proposal tools and launched a training initiative to improve adoption and consistency.
Result: Reduced proposal preparation time by 45 minutes per proposal (~25% efficiency gain), significantly improved proposal accuracy and consistency, and enhanced alignment across sales, service, and operations. The process improvements also laid the foundation for better data hygiene and tool governance across the organization.

Centralized Services Transformation
Role: Program Services Manager | Elevate Services Group

Problem: MSP client onboarding was complex, chaotic, and inefficient. Most clients had no internal IT ownership, fractured systems, and limited visibility into their environments. This led to onboarding delays, duplicated tools, poor documentation, and frustration for both clients and internal teams. Support lacked context to serve effectively, while professional services spent excessive time collecting data instead of driving revenue.
Action: Designed and implemented a scalable onboarding framework that started with a custom environment scanner to surface undocumented assets. Developed discovery toolkits and guided questionnaires to uncover technologies across CRM, HRIS, identity, hosting, and communications. Introduced external diagnostic tools, a shared onboarding timeline to clarify client responsibilities, and layered in automation to begin building documentation from discovered systems.
Result: Reduced onboarding timelines from 8 to 4 weeks. Lowered tickets-per-endpoint from 2.1 to 1.2, increased support efficiency, and allowed professional services to shift focus to higher-value strategic delivery. Created a more predictable, collaborative onboarding experience that improved client satisfaction and scaled repeatably across industries.

Microsoft Teams Adoption & Collaboration Modernization
Role: Senior Applications Analyst | University of Colorado

Problem: Collaboration across departments was fragmented, relying on disparate tools like Jabber, Slack, and SMB file shares. This created data fragmentation, syncing issues, and concerns around data privacy, security, and accessibility. Limited remote access and inconsistent communication tools drove users to unapproved solutions, weakening university oversight and exposing compliance risks.
Action: Partnered with a Microsoft representative and led an institution-wide rollout of Microsoft Teams. Conducted user story discovery with departments including student services, finance, HR, faculty, and advising. Piloted adoption with early adopters, iterating through feedback cycles, and refining training based on real-world use. Designed and delivered tailored training by user type, ran user acceptance testing, and built onboarding and communications strategies to drive momentum.
Result: Streamlined collaboration across 20,000+ users, reduced reliance on shadow IT, and increased secure access to shared documents and conversations. Positioned the university to rapidly pivot during COVID-19, ultimately leading to Teams becoming the standard for classes, office hours, and university-wide collaboration.